Leon Kappelman is a professor of information systems and founding chair of the Society for Information Management's Enterprise Architecture Working Group. He has extensive experience helping organizations manage their IT assets through strategic planning, governance, and other practices. The document discusses the importance of enterprise architecture for understanding and communicating about an organization's design, structure, and requirements over time, especially as organizations and technologies continue to change. It emphasizes that getting requirements right is essential to avoid project failure.
Leadership & Technology presenation to the Baltimore County Pubic Schools - Office of Fiscal Services Featuring Insights to Action, Social Media, Mindmanager, XBRL.
Dispositioning Advantage: A Pervert's Guide to Strategy DesignWilliam Evans
Strategy. The identification and exploitation of an opponent’s weakness. Before you can have Strategy Deployment (Policy Deployment, Hoshin Kanri), it tends to reason that you probably need a strategy to deploy. But how do you do that? What are the mechanisms? What are the methods? What are the principles that allow an organization to design a meaningful strategy?
This lively 45 (to 60 minute) romp will introduce you to the history of strategy in organizations (it’s dark, perverse, and full of dragons) from Porter to Rumelt, to Dettmer, and Boyd. Few will remember that in the early days of strategy, there was only one: drive down the experience curve and be the low-cost provider with a stream-lined supply chain. The talk will unpack what strategy actually is and more importantly, what it is not. It will painstakingly deconstruct how the term is ritually abused and misused, and then methodically introduce how strategy is a design problem, but too important to be left to the designers in their plaid shirts, funky glasses, and ernest but ultimately vapid proclamations about human-centered blah blah, validating blah, blah, buzzword bingo verbal diarrhea inventing flaccid constructs like ‘design strategy, content strategy, ux strategy’ and ‘strategic planning’.
The talk will introduce some conceptual frameworks used in military strategy and maneuver warfare, which dates back over 2,300 years to the time of Sun Tzu’s The Art of War. We’ll explore how the time-tested principles of economic and military competition can be applied to social and commercial ventures, such as software and service delivery leading to considerable benefits in coherence, focus. and profit. We’ll then introduces a reasonable, systematic set of methods to help you translate current market uncertainty, fast changing customer needs, and ever-changing technological disruptions into a meaningful strategy and organizational capability ready for Hoshin Kanri.
Strategic thinking involves integrating consideration of the future into today's decision making. It requires thinking big about external systems, thinking deep to question assumptions, and thinking long to consider trends and plausible futures over extended time horizons. This allows for more proactive, rather than reactive, decision making. Strategic thinkers embrace complexity, challenge assumptions, and foster collective wisdom. As leaders, developing strategic thinking in ourselves and our organizations helps ensure decisions made today consider their long term consequences and position the organization effectively for an uncertain future.
Powerpoint of talk given to QSITE Conference, at Siena College, Sippy Downs, Sunshine Coast, Australia on 30th Sept. 2013.
This is almost identical to the ELH presentation so if you have listened to that SlideCast don't worry about this one - I didn't record the audio this time, though in hinddight I should have as the conversation after the talk was great and the emphasis was different.
The document summarizes key points from a presentation by Lisa Whittington about Daniel Pink's book "A Whole New Mind". It discusses how three major forces - abundance, Asia, and automation - are diminishing the importance of left-brain directed thinking and increasing the need for right-brain skills. Abundance has satisfied material needs and increased demand for design and beauty. Jobs requiring left-brain skills can now be outsourced to Asia for lower costs. Automation is replacing humans for tasks relying on logic, calculation and sequential thinking. This shifts the skills needed for success toward right-brain abilities computers cannot match.
Why space matters...the role of orchestrated serendipityPaul Corney
A presentation that formed the backdrop of a workshop I ran for the NetIKX group in early 2014. It explored why it is important for organisations to consider how they organise their working environment, what works and what doesn't.
Well attended and an interesting set of conversations (you'd expect that with Harold Jarche and David Gurteen in the audience - an accompanying report was made available - here's the link: http://www.scribd.com/doc/205349954/when-space-matters-and-the-role-of-orchestrated-serendipity-survey-and-workshop-findings
This document discusses key concepts for global human resources management and thinking globally (GlobalThink). It covers topics like knowledge management, learning organizations, multicultural intelligence, and the changing nature of work. The main points are:
1) Globalization and technology are mutually reinforcing drivers of change that are transforming companies into global learning organizations where learning is integral to work.
2) Knowledge management is challenging because most knowledge is tacit and resides within people rather than being explicitly codified. True knowledge management requires motivating people to share.
3) To be effective in a global environment, individuals must develop multicultural intelligence and a global mindset, recognizing the equality of all cultures. Ethnocentric views can be a
Technology Tools for Leaders - presentation to the National State Auditors Association in Harrisburg on September 30, 2009. Features I2A - Insights to Action - a strategic thinking system, CPA Vision Project, Social Media, and Mindmanager CPA edition, XBRL.
Leadership & Technology presenation to the Baltimore County Pubic Schools - Office of Fiscal Services Featuring Insights to Action, Social Media, Mindmanager, XBRL.
Dispositioning Advantage: A Pervert's Guide to Strategy DesignWilliam Evans
Strategy. The identification and exploitation of an opponent’s weakness. Before you can have Strategy Deployment (Policy Deployment, Hoshin Kanri), it tends to reason that you probably need a strategy to deploy. But how do you do that? What are the mechanisms? What are the methods? What are the principles that allow an organization to design a meaningful strategy?
This lively 45 (to 60 minute) romp will introduce you to the history of strategy in organizations (it’s dark, perverse, and full of dragons) from Porter to Rumelt, to Dettmer, and Boyd. Few will remember that in the early days of strategy, there was only one: drive down the experience curve and be the low-cost provider with a stream-lined supply chain. The talk will unpack what strategy actually is and more importantly, what it is not. It will painstakingly deconstruct how the term is ritually abused and misused, and then methodically introduce how strategy is a design problem, but too important to be left to the designers in their plaid shirts, funky glasses, and ernest but ultimately vapid proclamations about human-centered blah blah, validating blah, blah, buzzword bingo verbal diarrhea inventing flaccid constructs like ‘design strategy, content strategy, ux strategy’ and ‘strategic planning’.
The talk will introduce some conceptual frameworks used in military strategy and maneuver warfare, which dates back over 2,300 years to the time of Sun Tzu’s The Art of War. We’ll explore how the time-tested principles of economic and military competition can be applied to social and commercial ventures, such as software and service delivery leading to considerable benefits in coherence, focus. and profit. We’ll then introduces a reasonable, systematic set of methods to help you translate current market uncertainty, fast changing customer needs, and ever-changing technological disruptions into a meaningful strategy and organizational capability ready for Hoshin Kanri.
Strategic thinking involves integrating consideration of the future into today's decision making. It requires thinking big about external systems, thinking deep to question assumptions, and thinking long to consider trends and plausible futures over extended time horizons. This allows for more proactive, rather than reactive, decision making. Strategic thinkers embrace complexity, challenge assumptions, and foster collective wisdom. As leaders, developing strategic thinking in ourselves and our organizations helps ensure decisions made today consider their long term consequences and position the organization effectively for an uncertain future.
Powerpoint of talk given to QSITE Conference, at Siena College, Sippy Downs, Sunshine Coast, Australia on 30th Sept. 2013.
This is almost identical to the ELH presentation so if you have listened to that SlideCast don't worry about this one - I didn't record the audio this time, though in hinddight I should have as the conversation after the talk was great and the emphasis was different.
The document summarizes key points from a presentation by Lisa Whittington about Daniel Pink's book "A Whole New Mind". It discusses how three major forces - abundance, Asia, and automation - are diminishing the importance of left-brain directed thinking and increasing the need for right-brain skills. Abundance has satisfied material needs and increased demand for design and beauty. Jobs requiring left-brain skills can now be outsourced to Asia for lower costs. Automation is replacing humans for tasks relying on logic, calculation and sequential thinking. This shifts the skills needed for success toward right-brain abilities computers cannot match.
Why space matters...the role of orchestrated serendipityPaul Corney
A presentation that formed the backdrop of a workshop I ran for the NetIKX group in early 2014. It explored why it is important for organisations to consider how they organise their working environment, what works and what doesn't.
Well attended and an interesting set of conversations (you'd expect that with Harold Jarche and David Gurteen in the audience - an accompanying report was made available - here's the link: http://www.scribd.com/doc/205349954/when-space-matters-and-the-role-of-orchestrated-serendipity-survey-and-workshop-findings
This document discusses key concepts for global human resources management and thinking globally (GlobalThink). It covers topics like knowledge management, learning organizations, multicultural intelligence, and the changing nature of work. The main points are:
1) Globalization and technology are mutually reinforcing drivers of change that are transforming companies into global learning organizations where learning is integral to work.
2) Knowledge management is challenging because most knowledge is tacit and resides within people rather than being explicitly codified. True knowledge management requires motivating people to share.
3) To be effective in a global environment, individuals must develop multicultural intelligence and a global mindset, recognizing the equality of all cultures. Ethnocentric views can be a
Technology Tools for Leaders - presentation to the National State Auditors Association in Harrisburg on September 30, 2009. Features I2A - Insights to Action - a strategic thinking system, CPA Vision Project, Social Media, and Mindmanager CPA edition, XBRL.
The future of work is changing. Forces of change are affecting the three major dimensions of work: the work itself, who does the work, and where work is done. Delivering projects, requires project managers working globally, across time zones, cultures and with technology. This is causing considerable anxiety—and with good reason. The future of project management, therefore, stands at an important juncture and requires the knowledge of Artificial Intelligence (AI), Emotional Intelligence (EQ) and Cultural Intelligence (CQ). Emotional intelligence skills such as influencing, persuading, social understanding and empathy will become differentiators as artificial intelligence and machine learning take over work. Emotional intelligence (EQ) , with its ability to understand how skilfully one manages personal emotions and harnesses the emotional drivers in others, will continue to be fundamentally important. But in the connected world where all global markets are accessible with the click of a mouse, another dimension will be critical - Cultural Intelligence (CQ). A balance of these three field and/or skills is a must have for all project managers and organisations that deliver value through project management. We need to learn how to work in this new environment and how we can excel. The aim of this presentation is to explain how, AI, EQ and CQ is set to transform project management, and show how project managers can develop these capabilities and be ready for the future.
How entrepreneurial ecosystems and entrepreneur mindsets co-evolveNorris Krueger
Great case of how Aalto University's killer entrepreneurship programs were designed, developed and delivered by students (the Aalto Entrepreneur Society or AaltoES) in partnership with the entrep community. Fun to see how the entrepreneurial mindset grew and co-evolved as the entrepreneurial ecosystem grew. The REAL work was done by Tua Bjorklund, scholar in residence at the Aalto Design Factory. The final version of this draft is forthcoming in the Journal of Enterprising Communities!
A would-be nanopreneur's Thinkerings on KnowledgenanoKnowledge
Tham, David. (2004, Nov) "A would-be nanopreneur’s Thinkerings on Knowledge". In David Gurteen (ed.), Global Knowledge Review. London: BizMedia; pp. 6-7.
The Global Knowledge Review offered subscribers "unrivalled access to thought leaders in the fields of knowledge, learning, creativity, innovation and personal development". Each issue was designed to bring "leading edge thinking from top knowledge professionals around the world together with the latest news from the knowledge industry".Subscription to Global Knowledge Review cost £135/€140/US $170 for 10 issues per year. The Global Knowledge Review is no longer being published and this item is an archived version.
PSH Mobile Voice 2016 Personal Virtual Assistants Are Not Enough?Paul Heirendt
Personal virtual assistants are limited because they only have access to one side of the story and user context. True artificial intelligence requires a social approach that learns from all conversations and contexts through a feedback loop. It must have the ability to understand different perspectives and process information as a group to have the wisdom to provide meaningful experiences to users.
The 21st century requires agile, flexible, responsive staff to address the constantly evolving problems that face communities. The old, hierarchical style of leadership is no longer sufficient for a fast-paced, diverse, workplace. The author demonstrates how 21st century leaders need to empower staff to be organizational entrepreneurs by providing a clear vision and placing trust in their followers. The article is based off the principles of High Performing Organizations taught by ICMA and the University of Virginia.
This document discusses the importance of being multidisciplinary in IT fields. It recommends getting a broad understanding of trends in technology, building a framework for analyzing problems from different perspectives, positioning yourself across disciplines like design, business and technology, and taking a hacker-like spirit to build solutions that help people. Specific trends mentioned include the Internet of Things, 3D printing and wearable devices. The document emphasizes continuously learning, connecting information across areas, and applying knowledge to create real-world projects.
BIFM North Region: Smarter Workplaces Seminar, April 2018Whitbags
Seminar at Manchester Central on 18 April 2018, discussing smarter workplaces and the proposed changes to BIFM, with Ian Ellison, Mark Catchlove and Steve Roots
Intersection18: Meta & Meet: The Core of your Digital and Physical Workplace ...Intersection Conference
Presented at Intersection18 Conference - intersectionconf.com
This session focuses on the necessary unifying basic infrastructure for the company that you are designing. We provide cases and theory of what's possible through a unifying digital workplace that has a huge potential to connect people, information and things.
The cases that we show are practices from the Flemish Green Party, the Port of Antwerp Authority and some other Belgian organisations that have started their search for more unifying digital workplaces, and that I support as an employee and freelancer.
Organisations, corporations, companies have the mission to be ONE: one group of people gathering around one mission and goal. And to achieve that goal, they start a never-ending process of organising things, information and people.
But the traditional hierarchical, waterfall-type, unifying mechanisms fail today. The VUCA world makes it much harder than it used to be. Volatility, complexity, ambiguity, uncertainty force every member of the organisation to be a sensor and an agent connecting and dynamizing inner and outer networks. But is our organisation built for this information-model?
Emerging Skills for L&D to Enable the Future of Workarun pradhan
Presented at DevLearn 2018, this preso examines key themes in the Future of Work, what it means for learning and augmentation, the key activities for L&D in that context and emerging skills as a result. Along the way, there are a few detours including mammoths, centaurs to kitchen sinks...
Reading list / link feast for 1st annual global summit of thought leaders on entrepreneurial ecosystems led by US Sourcelink (www.ussourcelink.com) and hosted at the Ewing Marion Kauffman Foundation (www.kauffman.org)
The document discusses several trends related to the changing global landscape including the rise of hyper-connectivity, increasing amounts of information, democratization of content creation, growth of self-publishing, need for connectivity, skills gaps, development of abilities, importance of creativity and stories, failure and habits. Key themes are the need to constantly learn and adapt skills, think differently, develop a competitive advantage and stand out as average is over in today's world.
Organize for Complexity - Keynote at Smart Work Conference 2018 (Seoul/KR) Niels Pflaeging
The document summarizes a presentation given at the 2018 Seoul Smart Work Week on November 13, 2018. The presentation argued that great work and organizations require a renaissance, not a revolution, to move away from outdated industrial-era models towards more adaptive knowledge-era systems. Specifically, it called for organizations to decentralize decision-making and move from a top-down management structure to one driven by internal markets and social dynamics. The presentation posited that current problems in organizations are caused by dysfunctional systems, not individuals, and that flipping to more radically decentralized and team-based models is a necessity.
This document discusses the shifting nature of knowledge work and how to design systems to support non-routine knowledge work.
It notes that knowledge work has become more virtual, distributed, and interdependent across multiple organizations due to technology and globalization. Effective design principles focus on shared purpose, autonomy, learning, and flexibility through minimum specifications that allow for ongoing adaptation.
Contexts for design include vertically integrated organizations, decentralized networks, and issue-based ecosystems. Key elements are coordinating systems to facilitate deliberations among participants from varied perspectives and build shared knowledge. Design approaches differ based on the type of knowledge work from breakthrough innovations to optimization, with varying levels of uncertainty and coordination complexity.
Invitation-based Leaderhsip & Transformation - The Way Ahead - Keynote by Nie...Niels Pflaeging
The document summarizes a presentation given at Agile Maine Day on April 26, 2019 by Daniel Mezick and Niels Pflaeging. It contrasts the mechanistic and hierarchical "Industrial Age" approach to organizations with the more flexible, team-based, and market-driven "Knowledge Age" approach. It provides insights into organizational change, noting that change is constant and that interventions should target systems, not people. It also contrasts the formal hierarchical structure of organizations with informal influence networks and value creation structures.
Saiful Hidayat Internet/IT sebagai Wahana Syiar DigitalSaiful Hidayat
Internet and information technology can be used as a medium for digital da'wah. Telkom Indonesia aims to encourage the development of a healthy digital creative industry and community in Indonesia through various "Indigo Initiatives". These initiatives include programs like Indigo Fellowship which provides workshops, coaching and seed capital for creative business ideas. The infrastructure being developed includes digital content platforms, payment systems, and broadband/broadcast networks to support various sectors like SMEs, education and government. The goal is to promote "valuetainment creativity" and give people freedom to express themselves through the digital tools and platforms.
The document discusses developing a 21st century leadership mindset. It defines leadership as influence and the process of guiding others toward shared goals while respecting their freedom. Old models of top-down management are shifting to more collaborative, results-oriented models where employees are empowered and organizations prioritize customers. Developing key leadership qualities like vision, risk-taking, and integrity are discussed. Leaders must also reinvent themselves and their organizations to adapt to changing times.
Researching Entrepreneurship using Phenomenological MethodsHenrik Berglund
The document discusses phenomenology as a method for studying entrepreneurship. It begins by defining entrepreneurship as creating new products/services under conditions of uncertainty, rather than just small business ownership. It then discusses common approaches to studying entrepreneurs like traits, behaviors, cognitions and discursive factors, and argues phenomenology can provide insights these miss by focusing on entrepreneurs' lived experiences. The document provides an overview of phenomenology's principles and methods, including purposive sampling, semi-structured interviews to understand experiences, and analyzing data for themes. It provides examples of phenomenological entrepreneurship research questions and studies.
Cleverwood friday session - Company culture and consultant workCleverwood Belgium
Whether on a short term mission to provide expert advice or on a longer term engagement, as a consultant you're confronted with the challenge of company culture. Company culture will affect every single aspect of your mission from information collection, to exploring possible solutions, to issuing recommendations, to facilitating decisions and coaching for their implementation. Culture is of particularly strong influence when you're dealing with change, evolution of core business assumptions and innovative practices, e.g. the integration of social media in the toolbox of marketers.
"Enterprise Architecture and the Information Age Enterprise" @ CSDM2010 Leon Kappelman
Talk I gave in Paris on 28-Oct-10 @ the Complex System Design and Management Conference on "Enterprise Architecture and the Information Age Enterprise." Excellent event, wonderful people, beautiful city.
Inspiration Architecture: The Future of LibrariesPeter Morville
The document discusses inspiration architecture and the future of libraries. It addresses some key challenges libraries currently face, such as fragmentation across multiple sites and domains making it difficult for users to find what they need. It also notes that most users do not enter the library directly from the home page, and can be confused by what they find once they enter. The document advocates for designing libraries in a way that makes their resources more easily findable for users.
The future of work is changing. Forces of change are affecting the three major dimensions of work: the work itself, who does the work, and where work is done. Delivering projects, requires project managers working globally, across time zones, cultures and with technology. This is causing considerable anxiety—and with good reason. The future of project management, therefore, stands at an important juncture and requires the knowledge of Artificial Intelligence (AI), Emotional Intelligence (EQ) and Cultural Intelligence (CQ). Emotional intelligence skills such as influencing, persuading, social understanding and empathy will become differentiators as artificial intelligence and machine learning take over work. Emotional intelligence (EQ) , with its ability to understand how skilfully one manages personal emotions and harnesses the emotional drivers in others, will continue to be fundamentally important. But in the connected world where all global markets are accessible with the click of a mouse, another dimension will be critical - Cultural Intelligence (CQ). A balance of these three field and/or skills is a must have for all project managers and organisations that deliver value through project management. We need to learn how to work in this new environment and how we can excel. The aim of this presentation is to explain how, AI, EQ and CQ is set to transform project management, and show how project managers can develop these capabilities and be ready for the future.
How entrepreneurial ecosystems and entrepreneur mindsets co-evolveNorris Krueger
Great case of how Aalto University's killer entrepreneurship programs were designed, developed and delivered by students (the Aalto Entrepreneur Society or AaltoES) in partnership with the entrep community. Fun to see how the entrepreneurial mindset grew and co-evolved as the entrepreneurial ecosystem grew. The REAL work was done by Tua Bjorklund, scholar in residence at the Aalto Design Factory. The final version of this draft is forthcoming in the Journal of Enterprising Communities!
A would-be nanopreneur's Thinkerings on KnowledgenanoKnowledge
Tham, David. (2004, Nov) "A would-be nanopreneur’s Thinkerings on Knowledge". In David Gurteen (ed.), Global Knowledge Review. London: BizMedia; pp. 6-7.
The Global Knowledge Review offered subscribers "unrivalled access to thought leaders in the fields of knowledge, learning, creativity, innovation and personal development". Each issue was designed to bring "leading edge thinking from top knowledge professionals around the world together with the latest news from the knowledge industry".Subscription to Global Knowledge Review cost £135/€140/US $170 for 10 issues per year. The Global Knowledge Review is no longer being published and this item is an archived version.
PSH Mobile Voice 2016 Personal Virtual Assistants Are Not Enough?Paul Heirendt
Personal virtual assistants are limited because they only have access to one side of the story and user context. True artificial intelligence requires a social approach that learns from all conversations and contexts through a feedback loop. It must have the ability to understand different perspectives and process information as a group to have the wisdom to provide meaningful experiences to users.
The 21st century requires agile, flexible, responsive staff to address the constantly evolving problems that face communities. The old, hierarchical style of leadership is no longer sufficient for a fast-paced, diverse, workplace. The author demonstrates how 21st century leaders need to empower staff to be organizational entrepreneurs by providing a clear vision and placing trust in their followers. The article is based off the principles of High Performing Organizations taught by ICMA and the University of Virginia.
This document discusses the importance of being multidisciplinary in IT fields. It recommends getting a broad understanding of trends in technology, building a framework for analyzing problems from different perspectives, positioning yourself across disciplines like design, business and technology, and taking a hacker-like spirit to build solutions that help people. Specific trends mentioned include the Internet of Things, 3D printing and wearable devices. The document emphasizes continuously learning, connecting information across areas, and applying knowledge to create real-world projects.
BIFM North Region: Smarter Workplaces Seminar, April 2018Whitbags
Seminar at Manchester Central on 18 April 2018, discussing smarter workplaces and the proposed changes to BIFM, with Ian Ellison, Mark Catchlove and Steve Roots
Intersection18: Meta & Meet: The Core of your Digital and Physical Workplace ...Intersection Conference
Presented at Intersection18 Conference - intersectionconf.com
This session focuses on the necessary unifying basic infrastructure for the company that you are designing. We provide cases and theory of what's possible through a unifying digital workplace that has a huge potential to connect people, information and things.
The cases that we show are practices from the Flemish Green Party, the Port of Antwerp Authority and some other Belgian organisations that have started their search for more unifying digital workplaces, and that I support as an employee and freelancer.
Organisations, corporations, companies have the mission to be ONE: one group of people gathering around one mission and goal. And to achieve that goal, they start a never-ending process of organising things, information and people.
But the traditional hierarchical, waterfall-type, unifying mechanisms fail today. The VUCA world makes it much harder than it used to be. Volatility, complexity, ambiguity, uncertainty force every member of the organisation to be a sensor and an agent connecting and dynamizing inner and outer networks. But is our organisation built for this information-model?
Emerging Skills for L&D to Enable the Future of Workarun pradhan
Presented at DevLearn 2018, this preso examines key themes in the Future of Work, what it means for learning and augmentation, the key activities for L&D in that context and emerging skills as a result. Along the way, there are a few detours including mammoths, centaurs to kitchen sinks...
Reading list / link feast for 1st annual global summit of thought leaders on entrepreneurial ecosystems led by US Sourcelink (www.ussourcelink.com) and hosted at the Ewing Marion Kauffman Foundation (www.kauffman.org)
The document discusses several trends related to the changing global landscape including the rise of hyper-connectivity, increasing amounts of information, democratization of content creation, growth of self-publishing, need for connectivity, skills gaps, development of abilities, importance of creativity and stories, failure and habits. Key themes are the need to constantly learn and adapt skills, think differently, develop a competitive advantage and stand out as average is over in today's world.
Organize for Complexity - Keynote at Smart Work Conference 2018 (Seoul/KR) Niels Pflaeging
The document summarizes a presentation given at the 2018 Seoul Smart Work Week on November 13, 2018. The presentation argued that great work and organizations require a renaissance, not a revolution, to move away from outdated industrial-era models towards more adaptive knowledge-era systems. Specifically, it called for organizations to decentralize decision-making and move from a top-down management structure to one driven by internal markets and social dynamics. The presentation posited that current problems in organizations are caused by dysfunctional systems, not individuals, and that flipping to more radically decentralized and team-based models is a necessity.
This document discusses the shifting nature of knowledge work and how to design systems to support non-routine knowledge work.
It notes that knowledge work has become more virtual, distributed, and interdependent across multiple organizations due to technology and globalization. Effective design principles focus on shared purpose, autonomy, learning, and flexibility through minimum specifications that allow for ongoing adaptation.
Contexts for design include vertically integrated organizations, decentralized networks, and issue-based ecosystems. Key elements are coordinating systems to facilitate deliberations among participants from varied perspectives and build shared knowledge. Design approaches differ based on the type of knowledge work from breakthrough innovations to optimization, with varying levels of uncertainty and coordination complexity.
Invitation-based Leaderhsip & Transformation - The Way Ahead - Keynote by Nie...Niels Pflaeging
The document summarizes a presentation given at Agile Maine Day on April 26, 2019 by Daniel Mezick and Niels Pflaeging. It contrasts the mechanistic and hierarchical "Industrial Age" approach to organizations with the more flexible, team-based, and market-driven "Knowledge Age" approach. It provides insights into organizational change, noting that change is constant and that interventions should target systems, not people. It also contrasts the formal hierarchical structure of organizations with informal influence networks and value creation structures.
Saiful Hidayat Internet/IT sebagai Wahana Syiar DigitalSaiful Hidayat
Internet and information technology can be used as a medium for digital da'wah. Telkom Indonesia aims to encourage the development of a healthy digital creative industry and community in Indonesia through various "Indigo Initiatives". These initiatives include programs like Indigo Fellowship which provides workshops, coaching and seed capital for creative business ideas. The infrastructure being developed includes digital content platforms, payment systems, and broadband/broadcast networks to support various sectors like SMEs, education and government. The goal is to promote "valuetainment creativity" and give people freedom to express themselves through the digital tools and platforms.
The document discusses developing a 21st century leadership mindset. It defines leadership as influence and the process of guiding others toward shared goals while respecting their freedom. Old models of top-down management are shifting to more collaborative, results-oriented models where employees are empowered and organizations prioritize customers. Developing key leadership qualities like vision, risk-taking, and integrity are discussed. Leaders must also reinvent themselves and their organizations to adapt to changing times.
Researching Entrepreneurship using Phenomenological MethodsHenrik Berglund
The document discusses phenomenology as a method for studying entrepreneurship. It begins by defining entrepreneurship as creating new products/services under conditions of uncertainty, rather than just small business ownership. It then discusses common approaches to studying entrepreneurs like traits, behaviors, cognitions and discursive factors, and argues phenomenology can provide insights these miss by focusing on entrepreneurs' lived experiences. The document provides an overview of phenomenology's principles and methods, including purposive sampling, semi-structured interviews to understand experiences, and analyzing data for themes. It provides examples of phenomenological entrepreneurship research questions and studies.
Cleverwood friday session - Company culture and consultant workCleverwood Belgium
Whether on a short term mission to provide expert advice or on a longer term engagement, as a consultant you're confronted with the challenge of company culture. Company culture will affect every single aspect of your mission from information collection, to exploring possible solutions, to issuing recommendations, to facilitating decisions and coaching for their implementation. Culture is of particularly strong influence when you're dealing with change, evolution of core business assumptions and innovative practices, e.g. the integration of social media in the toolbox of marketers.
"Enterprise Architecture and the Information Age Enterprise" @ CSDM2010 Leon Kappelman
Talk I gave in Paris on 28-Oct-10 @ the Complex System Design and Management Conference on "Enterprise Architecture and the Information Age Enterprise." Excellent event, wonderful people, beautiful city.
Inspiration Architecture: The Future of LibrariesPeter Morville
The document discusses inspiration architecture and the future of libraries. It addresses some key challenges libraries currently face, such as fragmentation across multiple sites and domains making it difficult for users to find what they need. It also notes that most users do not enter the library directly from the home page, and can be confused by what they find once they enter. The document advocates for designing libraries in a way that makes their resources more easily findable for users.
The document discusses knowledge management (KM), including definitions, objectives, challenges, and importance. KM involves connecting people who have knowledge with those who need it through processes, communities, and technology. It aims to leverage organizational knowledge and expertise to improve performance. Failure to share knowledge across boundaries can have serious consequences, as shown by disasters that may have been prevented with better communication.
1) Knowledge management describes gathering, classifying, analyzing, and sharing proven ideas and concepts to leverage organizational learning without needing to reinvent solutions.
2) Effective knowledge management captures expertise when employees retire to prevent its loss, and shares knowledge across silos to speed learning and decision-making.
3) Key benefits of knowledge management include making informed decisions, growing intellectual capital, eliminating redundant processes, and increasing profits by fostering innovation.
This document discusses several challenges facing the Library of Congress including fragmentation across sites, domains and identities which confuses users. It also discusses findability issues where users cannot easily find what they need from the home page or through web searches. As a result, many potential users never utilize the Library's resources because they are not easily findable. The document advocates for improvements to web governance and information architecture to help address these issues.
This document discusses several key challenges facing the Library of Congress including fragmentation, findability, and complexity. It notes that users cannot easily find what they need on the home page and that most resources are not findable. The document advocates for addressing these issues to further the progress of knowledge and make the library's resources more accessible and usable.
The document discusses the concept of the "Snowflake Effect" and personalized learning experiences. It argues that the future will involve mass personalization, designing unique learning content for each individual person. It also discusses the need to develop skills in learning, unlearning, and relearning as change accelerates. The right brain and design thinking will become increasingly important as automation impacts left brain jobs.
THE POWER OF INFLUENCE: LEADERSHIP STRATEGIES FOR THE EXTRAORDINARY LEADERTom Hood, CPA,CITP,CGMA
This document provides a summary of a leadership conference presentation on strategies for extraordinary leaders. The presentation was given by Tom Hood, CEO of the Maryland Association of CPAs Business Learning Institute, at the 2010 IGAF Worldwide Women's Leadership Conference on CPA Island in Second Life. The presentation focused on the five qualities of extraordinary leaders: sight, insight, create, communicate, and inspire. It also provided a toolkit and practice exercises for developing these leadership qualities using the Insight to Action strategic thinking system.
This document provides an overview of an expert panel discussion on intelligent virtual agents. It introduces the panelists and their backgrounds working in fields related to knowledge management, semantic search, and cognitive computing. The panel then discusses topics such as the continuum from basic search to intelligent assistants, the need for curated knowledge bases and domain models to power intelligent agents, and the importance of both automated and human-led approaches to data curation and classification. The panel also addresses the current limitations of technologies like machine learning and the hype around capabilities like natural language question answering.
SharePoint Governance. Stop features thinking, Patrick Sledz
The document discusses a different approach to SharePoint governance that focuses on achieving shared understanding among stakeholders rather than technical features. It advocates using issue mapping techniques to help groups develop a shared understanding of problems and potential solutions with less conflict. Key points include recognizing that requirements will change as understanding increases, avoiding platitudes in objectives that cannot be measured, and ensuring all voices are heard to prevent technical biases from dominating discussions.
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המצגת באנגלית מאת שמעון ברק מנהל ידע באמדוקס הוצגה בקורס ניהול ידע.
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Professor Kappelman will present the results of a ground-breaking study from the Society for Information Management (SIM) Enterprise Architecture Working Group that developed and validated measures for these two distinct types of requirements capabilities. Findings include:
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• Strong evidence that requirements capabilities overall are immature, with narrow activities more mature than the corresponding broad enterprise capabilities.
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• Why and how our mental models and language about enterprises and IT must evolve.
• How to build an EA practice by building on your current capabilities in analysis, design, architecture, governance, planning, and more.
• How EA helps us better manage key trade-offs such as:
• Short-term value versus long-term value.
• Optimizing of parts (e.g., business unit or process) versus optimizing the whole.
• What to expect and assume on your EA journey.
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1. About the Presenter
About the Presenter
Leon A. Kappelman, Ph.D. is a research scientist, teacher, author, speaker, and
consultant dedicated to helping organizations better manage their information, systems, and
technology assets. He is Director Emeritus of the Information Systems Research Center and a
Professor of Information Systems in the Information Technology & Decision Sciences
Department of the College of Business at the University of North Texas, where he is also a
Fellow of the Texas Center for Digital Knowledge. Dr. Kappelman is founding chair of the
Society for Information Management’s (SIM) Enterprise Architecture Working Group. He has
assisted many public and private organizations with technology management activities
including strategic planning, governance, software development, project management,
enterprise architecture, continuity of operations, and IT workforce management. He has
given presentations and written articles on these and other IT management topics, and
testified before the US Congress on technology legislation and IT management practices.
Professor Kappelman has published several books, over 100 articles, and has lectured and
conducted seminars and workshops on many management, business, and technology topics
in North America, Europe, and Asia. His work has been reported in the Wall Street Journal,
New York Times, Business Week, Newsweek, Dallas Morning News, Washington Post, Vanity
Fair, L.A. Times, and scores of other newspapers and magazines; he has appeared on CNN,
CNBC, PBS, ABC World News Tonight, as well as numerous local and regional television and
radio stations. He brought nearly $2.5 million in research contracts to the university. (1‐
August‐2010)
3. What is Architecture?
• The underlying design or structure of anything
The underlying design or structure of anything.
– It exists whether or not it is made explicit (known).
– If it is not explicit, assumptions must be made.
If it is not explicit, assumptions must be made.
• If explicit, Architecture is …
– “t
“the set of descriptive representations about an object.” – John
p p j
Zachman
– a model or representation of an object created in order to …
a model or representation of an object created in order to …
• “see” the object,
see the object
• “communicate” with others about the object,
• “do” something with or to the object: create, manage, evaluate, or
change it.
4. Why Enterprise Architecture?
You cannot effectively manage
ff y g
something you cannot “see” and
understand (know)!
( )
Especially if it’s big, complicated, or will
grow or change at some point in time, or
if you need to communicate accurately
with others about it.
with others about it.
5.
6.
7.
8.
9. “The act of discovery
y
consists not in finding
new lands but in seeing
with new eyes.”
–M
Marcel Proust
lP
11. “It is not the strongest of
It is not the strongest of
the species that survives,
the species that survives,
nor the most intelligent,
g ,
but the one that is most
responsive to change.”
– Charles Darwin
12. US Federal Reserve Board Chairman Bernanke in
June 06 commencement speech @ MIT said …
June’06 commencement speech @ MIT said
• “In the case of information and communication
technologies, new economic research suggests that the
technologies new economic research suggests that the
investments in associated intangible capital ‐‐ figuring out
what to do with the computer once it's out of the box ‐‐
are quite important indeed.”
• “Important investments in intangible capital remain to
be made, as much still remains to be learned about how
be made as much still remains to be learned about how
to harness these technologies most effectively … as the
full economic benefits of recent technological changes
have not yet been completely realized.”
h b l l li d ”
He’s talking about the need to invent some of the unique
intellectual capital of the Information Age, just like quality and
i t ll t l it l f th I f ti A j t lik lit d
productivity were to the Industrial Age. “Bridging the Chasm” in The SIM Guide
SIM Guide
to Enterprise Architecture,
to Enterprise Architecture, , edited by Leon A. Kappelman, CRC Press, NYC, (www.crcpress.com).
13. What is Enterprise Architecture?
p
• The current name given to creating and
utilizing some of that intangible capital.
• “The holistic set of descriptions about the
enterprise over time.“ – SIM EA Working Group
p
• Modeling the enterprise in order to know
and communicate about it (and its
d i b i ( di
requirements, goals, strategies, policies,
technologies, people, products, etc.).
14. EA is about the creation of a shared
language to communicate about,
l i b
think about, and manage the enterprise.
If the people in the enterprise can’t communicate well
If the people in the enterprise can’t communicate
enough to align their ideas and thoughts about the
enough to align their ideas
enterprise (e.g., strategy, goals, objectives, purpose),
then they can’t coordinate and align the things
then they can’t coordinate and align the things they
manage (e.g., applications, data, projects, goods and
( li i d j d d
services, jobs, vehicles).
EA gets to the essence of what IS people do –
EA gets to the essence of what IS people do –
h f h S l d
knowing, communicating, and delivering
on requirements.
16. “We shape our buildings —
thereafter th shape us.”
th ft they h ”
— Sir Winston Churchill
“We shape our enterprises and
We
their systems — thereafter they
shape us.”
p
— Leon Kappelman
17. Information Age Organization ≈ Learning Organization
Peter Senge: “Learning Organization”
g g g
– The Fifth Discipline, 1990
“Where people continually expand their capacity to create
Where people continually expand their capacity to create
the results they truly desire, where new and expansive
patterns of thinking are nurtured, …where people are
patterns of thinking are nurtured where people are
continually learning to see the whole together.”
Characterized by the mastery of five basic disciplines or
Characterized by the mastery of five basic disciplines or
‘component technologies’. They are:
– Personal masteryy
– Systems thinking
– Mental models
– Building shared vision
Building shared vision
– Team learning
21. Fred Brooks on the difficulties of
software development…
“To see what rate of progress one can expect
To see what rate of progress one can expect
in software technology, let us examine the
difficulties of that technology. Following
diffi lti f th t t h l F ll i
Aristotle, I divide them into essence, the
difficulties inherent in the nature of software,
and accidents, those difficulties that today
, ff y
attend its production but are not inherent.”
"No Silver Bullet ‐ E
"N Sil B ll Essence & Accidents of Software Engineering” 1986 in Information
& A id fS f E i i ”
Processing 86. H.J. Kugler, ed., Elsevier, 1069‐1076. (Invited paper, IFIP Congress '86, Dublin) Reprinted in The Mythical Man‐Month,
20th Anniversary Edition, Frederick P. Brooks, Jr., Addison‐Wesley, 1995.
22. Fred Brooks on the difficulties of
software development…
“Thesee what rate part of building a software
“To hardest single of progress one can expect
The hardest single part of building a software
To see what rate of progress one can expect
system is deciding precisely what to build. No
in software technology, let us examine the
other part of the conceptual work is as difficult as
other part of the conceptual work is as difficult as
difficulties of that technology. Following
diffi lti f th t t h l F ll i
establishing the detailed technical
Aristotle, I divide them into essence, the
requirements…. No other part of the work so
requirements No other part of the work so
difficulties inherent in the nature of software,
cripples the system if done wrong. No other part
and accidents, those difficulties that today
, ff
is more difficult to rectify later.
is more difficult to rectify later” y
attend its production but are not inherent.”
"No Silver Bullet ‐ E
"N Sil B ll Essence & Accidents of Software Engineering” 1986 in Information
& A id fS f E i i ”
Processing 86. H.J. Kugler, ed., Elsevier, 1069‐1076. (Invited paper, IFIP Congress '86, Dublin) Reprinted in The Mythical Man‐Month,
20th Anniversary Edition, Frederick P. Brooks, Jr., Addison‐Wesley, 1995.
23. SIMEAWG
IT Management Practices Study
Averages (Scale: 1[=awful] to 5 [=superior])
• 3.67 Overall average (64 questions)
• 3.92 Purpose / function of EA (7 questions)
• 3.90 Potential benefits of EA (20 questions)
• 3.68 ISD CMM practices and capabilities (12 questions)
i d bili i ( i )
• 3.53 Use of requirements artifacts (10 questions)
• 3.33 Requirements practices & capabilities (15 questions)
3 33 Requirements practices & capabilities (15 questions)
The SIM Guide to Enterprise Architecture: Creating the
Information Age Enterprise, , edited by Leon A. Kappelman,
Information Age Enterprise,
Information Age Enterprise, , edited by Leon A. Kappelman,
CRC Press, Taylor and Francis Group, NYC,
(www.crcpress.com).
28. Ontology
The metaphysical study of the nature
of being and existence.
of being and existence
Ontology applied to enterprises:
Ontology applied to enterprises:
• Study of the nature of their existence.
• Answers questions like:
i lik
• What is an enterprise?
• Wh t d
What does it mean to be an enterprise?
it t b t i ?
• What do I need to know about an organization if I
want to know it?
want to know it?
29. The practice of Enterprise
Th ti fE t i
Architecture is the ontological
Architecture is the ontological
examination of a particular
enterprise in order to know its
nature, essential properties, and
t ti l ti d
the relationships among them.
the relationships among them.
39. Strategist s
Strategist’s Vision
Business/Executive Model
Logical Model
Physical Model
Subcontractor/Component Model
S b /C M d l
Functioning Enterprise
F ti i E t i
40. W H W W W W
H O H H H H
A W E O E Y
T ? R ? N ?
? E ?
?
41. “Someday you’re
“S d ’
going to really wish
Architecture = Requirements
you had all those q
models; so you might
as well get started
g Management
Project Management
Project
now.” Instantiation Zachman
– John
42. Zachman’s Enterprise Framework
… is an ontology, a data model (schema)
i t l d t d l( h )
for all the knowledge about the enterprise.
… is process and method agnostic. It doesn t care
is process and method agnostic It doesn’t care
how you do it.
… posits that this is the data/information/knowledge
… posits that this is the data/information/knowledge
you must capture & use to effectively & efficiently …
• achieve & maintain your enterprise objectives
y p j
(e.g., aligned, agile, optimized, lean, green, or
whatever).
• manage change and complexity.
h d l i
• create and manage organizations (and their
resources, including technologies) that will survive
resources including technologies) that will survive
and thrive in the Information Age.
45. What is EA?
• EA is a different way of seeing, communicating about, &
managing the enterprise & all of its assets, including IT.
• EA gets to essence of IT success: To know, communicate, and
EA gets to essence of IT success: To know, communicate, and
deliver on the organization’s requirements.
• EA is key to:
– achieving & keeping business IT alignment & other objectives
achieving & keeping business‐IT alignment & other objectives.
– helping the organization create value.
– achieving & maintaining balance among:
• Short term and long term objectives
Short‐term and long‐term objectives
• Subsystem (BU, service, process, function) and whole (organization).
• EA includes many things you already do such as:
– requirements analysis design strategic planning network design standard
requirements, analysis, design, strategic planning, network design, standard
setting, data architecture, knowledge management, SOA, BPR, etc.
– BUT EA is much, much more than that. So build on what you do.
• EA i f d
EA is fundamental to creating, maintaining, and
t lt ti i t i i d
managing Information Age Organizations.
46. “Someday you’re
“S d ’
going to really wish
Architecture = Requirements
you had all those q
models; so you might
as well get started
g Management
Project Management
Project
now.” Instantiation Zachman
– John
47. Implementation Guidelines:
Getting Started
Getting Started
• Build on what you are already doing, including current projects.
• Use collaborative approaches to doing and governing EA:
– Organize an EA working group or EA council.
– Learn together & work toward agreement about language, models, methods
• Get participation & commitment from IT & business management:
– At all levels (but start as high as possible). Leadership counts!
( g p ) p
• Determine the goals, focus, scope, and priorities:
– Aim for completeness & comprehensiveness. Deal with day‐to‐day needs.
• Embrace continuous change, learning, and communication:
– Remember it’s a journey and a process
Remember, it s a journey and a process.
– Evangelize. Have an “elevator speech”. Get your “converters” one at a time.
• Start small and show early success:
– Identify EA initiatives of most value to organization.
– Help the value creators, it creates champions and wins hearts and minds.
• Monitor, evaluate, and improve on a continuous basis:
– Quantify the benefits and the value created.
– Regularly take a hard look at EA cost‐value proposition, and make it better.
g y p p ,
• Use EA in IT for CONTINUOUS IMPROVEMENT OF IT ALL and to COMMUNICATE
WITH YOUR CUSTOMERS & STAKEHOLDERS.
48.
49. Road to the Future:
Institutionalizing EA
Institutionalizing EA
• This is a new way of life: There is no quick fix; no silver bullet.
• This will take time and determination as well as vision courage and
This will take time and determination, as well as vision, courage and
commitment: Do not underestimate the difficulty and complexity of
changing culture and architecting and engineering one of
humankind s most complex objects the Enterprise.
humankind’s most complex objects – the Enterprise.
• Do not get discouraged: This is a revolution in thinking, a discipline,
an engineering process. Change of this magnitude takes time and
p
perseverance.
• Set realistic expectations: Things have to be implemented and
modified periodically so you have to accept some risk of “scrap and
rework." Progress trumps perfection.
g p p
• Don't assume anything: Make executive education and technical
training a continuous process. It is easy to forget long‐term issues in
the short‐term stress of daily life.
• Learn!: The state of the art is only about 25 years old and the "playing
field" still pretty level – there is still much to learn and discover, and
many opportunities to create advantage and value.
50. “No one has to change.
Survival optional ”
S r i al is optional.”
– Dr. W. Edwards Deming
51. The SIM Guide to Enterprise Architecture
Creating the Information Age Enterprise
542KA = 40% off A project of the SIMEAWG
www.crcpress.com
Edited by: Leon A. Kappelman, Ph.D.
Foreword by: Jeanne W. Ross, Ph.D.
Contributing Authors, Panelists, & Artists (alphabetically):
• Bruce V. Ballengee
Bruce V Ballengee • George S. Paras
George S Paras
• Larry Burgess • Alex Pettit
• Ed Cannon • Jeanne W. Ross
• Larry R. DeBoever
y • Brian Salmans
• Russell Douglas • Anna Sidorova
• Randolph C. Hite • Gary F. Simons
• Leon A. Kappelman • Kathie Sowell
• Mark Lane • Tim Westbrock
• Thomas McGinnis • John A. Zachman
All authors’ royalties support the work of
All th ’ lti t th k f
the not‐for‐profit SIMEAWG.