Webinar on sensemaking and action for planning and response to disruption, in business, in the family and in the community.
Joint webinar with Peoplerise and Vulcano, 22 June 2020
Webinar on power, leadership and change, for the Strategy, Execution and Leadership meetup, Adelaide, July 2020
For more details on the Strategy, Execution and Leadership meetup, see https://www.meetup.com/StrategyExecutionLeadership/
What is data-driven architecture? And if we use one, what data should we use to drive it?
A data-driven architecture should provide many real advantages - timeliness, self-adapting to change, and more anchored in the real-world context. Yet we can only reach those advantages when we have the right data - so how do we identify the right data to use?
The danger with ‘data-driven’ is that it often points us towards the wrong end of that challenge - the ‘What’ of the data, rather than the ‘Why’ and ‘How’ that underpins the architecture itself. For example, one common trap is saying “We have this data-source: how can we use it in our architecture?” - the classic architecture-error called ‘solutioneering’.
Instead, we need to start our architecture at the other end, moving from stakeholders to story to solution. In this webinar we’ll re-purpose the classic DIKW set - data information, knowledge, wisdom - to help us make sense of how a data-driven architecture actually operates, and thence point us towards the data-sources and sensors that we need to make it all work.
(Webinar for The Bridge / MongoDB, organised by Andrew Blades, Sydney, Australia, 06 August 2020.)
Presentation/workshop for British Computer Society (BCS) Enterprise-Architecture Special-Interest Group conference, London, 17 July 2017.
A simple step-by-step process to build a habit of reviewing benefits-realisation and lessons-learned from each iteration of architecture, with further actions to develop individual skills and shared-skills for teams. As shown in the workshop part of the session, the process can take as little as ten minutes, to deliver real, usable insights on a team's architecture-practice.
As enterprise architecture expands outward towards the full whole-enterprise scope, what tools and methods will we need?
Presentation for IQPC Enterprise Architecture Summit, Sydney, 20-21 April 2021.
(This slidedeck includes extensive links to further sources of information - blog-posts, videos and other slidedecks.)
Some of the key challenges in enterprise-architecture revolve around designing for uncertainty. This presentation for the Integrated-EA 2013 conference (Defence-oriented enterprise-architecture) explores four 'anarchist' principles that can be used for guidance in those challenges:
#1: There are no rules - only guidelines;
#2: There are no rights - only responsibilities
#3: Money doesn't matter - but values do
#4: Adaptability is everything - but don't forget the values
Session for IASA ITARC Conference on digital-transformation, London, 26 May 2017: https://www.iasaglobal.org/itarc-london-may/
By definition a transformation will always be complex, often to extremes. So how can we, as architects, address all of that complexity, and still stay somewhat sane?
One long-proven answer is the humble checklist – a list of essential items that people tend to forget when the going gets tough. This session introduces a seven-point transformation-checklist for architects: purpose and story; scope and scale; governance; constraints; structure-flaws; test at the extremes; resistance to change.
This checklist can be used within almost any type of architecture-guided transformation. We’ll explore its practical application, usage and implications in a variety of real-world architecture contexts. But beware: you may be surprised at what a simple checklist can show you…
Worksheet for 'mini-workshop' on insights from current developments and practice in enterprise-architecture (BCS-EA conference, London, October 2012)
This worksheet should be used in parallel with the associated presentation. The main part of the presentation is split into eight 'chunks', each tackling a single 'lesson-learnt' from trying to explain EA themes to others in real-world EA practice. Each 'chunk' is timed as around two minutes of background and overview (the bulk of the slides, between the respective 'Challenge' and 'Practice'), and then four minutes pair-discussion around the questions summarised on the respective 'Practice' slide. With two minutes at the start for overall lead-in, and ten minutes at the end for general discussion about what came up for participants during the Practice sections, this fits exactly into a one-hour time-slot. This worked very well for that conference, but do feel free to adapt the timings for your own needs as appropriate.
Use this worksheet to document the respective Practice sections. The large symbol in the middle of the open space below item #3 ("It depends...") represents a single service - of any kind, anywhere in the enterprise, and at any level, from business-service right down to low-level web-service - that you can use as a base from which to model relationships and interdependencies between services.
(See http://www.slideshare.net/tetradian/lessonslearnt-in-ea-articulation for the associated presentation.)
Webinar on power, leadership and change, for the Strategy, Execution and Leadership meetup, Adelaide, July 2020
For more details on the Strategy, Execution and Leadership meetup, see https://www.meetup.com/StrategyExecutionLeadership/
What is data-driven architecture? And if we use one, what data should we use to drive it?
A data-driven architecture should provide many real advantages - timeliness, self-adapting to change, and more anchored in the real-world context. Yet we can only reach those advantages when we have the right data - so how do we identify the right data to use?
The danger with ‘data-driven’ is that it often points us towards the wrong end of that challenge - the ‘What’ of the data, rather than the ‘Why’ and ‘How’ that underpins the architecture itself. For example, one common trap is saying “We have this data-source: how can we use it in our architecture?” - the classic architecture-error called ‘solutioneering’.
Instead, we need to start our architecture at the other end, moving from stakeholders to story to solution. In this webinar we’ll re-purpose the classic DIKW set - data information, knowledge, wisdom - to help us make sense of how a data-driven architecture actually operates, and thence point us towards the data-sources and sensors that we need to make it all work.
(Webinar for The Bridge / MongoDB, organised by Andrew Blades, Sydney, Australia, 06 August 2020.)
Presentation/workshop for British Computer Society (BCS) Enterprise-Architecture Special-Interest Group conference, London, 17 July 2017.
A simple step-by-step process to build a habit of reviewing benefits-realisation and lessons-learned from each iteration of architecture, with further actions to develop individual skills and shared-skills for teams. As shown in the workshop part of the session, the process can take as little as ten minutes, to deliver real, usable insights on a team's architecture-practice.
As enterprise architecture expands outward towards the full whole-enterprise scope, what tools and methods will we need?
Presentation for IQPC Enterprise Architecture Summit, Sydney, 20-21 April 2021.
(This slidedeck includes extensive links to further sources of information - blog-posts, videos and other slidedecks.)
Some of the key challenges in enterprise-architecture revolve around designing for uncertainty. This presentation for the Integrated-EA 2013 conference (Defence-oriented enterprise-architecture) explores four 'anarchist' principles that can be used for guidance in those challenges:
#1: There are no rules - only guidelines;
#2: There are no rights - only responsibilities
#3: Money doesn't matter - but values do
#4: Adaptability is everything - but don't forget the values
Session for IASA ITARC Conference on digital-transformation, London, 26 May 2017: https://www.iasaglobal.org/itarc-london-may/
By definition a transformation will always be complex, often to extremes. So how can we, as architects, address all of that complexity, and still stay somewhat sane?
One long-proven answer is the humble checklist – a list of essential items that people tend to forget when the going gets tough. This session introduces a seven-point transformation-checklist for architects: purpose and story; scope and scale; governance; constraints; structure-flaws; test at the extremes; resistance to change.
This checklist can be used within almost any type of architecture-guided transformation. We’ll explore its practical application, usage and implications in a variety of real-world architecture contexts. But beware: you may be surprised at what a simple checklist can show you…
Worksheet for 'mini-workshop' on insights from current developments and practice in enterprise-architecture (BCS-EA conference, London, October 2012)
This worksheet should be used in parallel with the associated presentation. The main part of the presentation is split into eight 'chunks', each tackling a single 'lesson-learnt' from trying to explain EA themes to others in real-world EA practice. Each 'chunk' is timed as around two minutes of background and overview (the bulk of the slides, between the respective 'Challenge' and 'Practice'), and then four minutes pair-discussion around the questions summarised on the respective 'Practice' slide. With two minutes at the start for overall lead-in, and ten minutes at the end for general discussion about what came up for participants during the Practice sections, this fits exactly into a one-hour time-slot. This worked very well for that conference, but do feel free to adapt the timings for your own needs as appropriate.
Use this worksheet to document the respective Practice sections. The large symbol in the middle of the open space below item #3 ("It depends...") represents a single service - of any kind, anywhere in the enterprise, and at any level, from business-service right down to low-level web-service - that you can use as a base from which to model relationships and interdependencies between services.
(See http://www.slideshare.net/tetradian/lessonslearnt-in-ea-articulation for the associated presentation.)
Serving the story: how process-management and enterprise-architecture work together in the overall enterprise.
Presentation and practical-exercises for BPM Portugal conference, April 2013.
My presentation for Open Group London #ogLON enterprise-architecture conference, October 2013
Classic enterprise-architectures seem to focus mainly on IT and replicable IT-based processes. By contrast, many business-contexts such as healthcare, recruitment, education, customer-service and retail, all need to emphasise 'mass-uniqueness' - individual difference or uniqueness at scale. This slidedeck explores some of the themes and techniques that can be used to develop enterprise-architectures with appropriate balance between 'same' and 'different'.
Slidedeck for keynote at Enterprise Architektura conference, Prague, 2 November 2017 - http://archforum.eu/
A unique reflection on different views of architecture. How to eliminate fears of change, work with cultural stereotypes, and how architecture is related to Czech black-humour and why we have a tendency, as architects, to cut ourselves down. Also, how the architect should prepare the 'battle-plan' and how to succeed in the fight itself.
(Description above adapted from original Czech text in the conference programme, via Google Translate - see http://archforum.eu/agenda/ .)
Why do enterprise-architecture fail? Three of the most common causes are:
-- Blurring between the distinct rolesof architecture and design
-- Starting architecture too lateand/or finishing too early in the process for making something real
-- Placing arbitrary constraintson content, scope and/or scale
Each of these errors causes the architecture to fragment and then fail.
In this slidedeck, we explore the causes for each of these errors, why they occur, the effects that the errors have, and what to do to avoid them.
How do we explore the context for a business-architecture? Short-answer: raid the kids' toy-box!
This slidedeck provides a practical overview of how to explore and identify service-context or business-context, whilst developing a business-architecture. The key theme here is that it's easier to engage people in architecture-development if we make it both fun and thought-provoking, in an immediate, tangible way. As shown in the slidedeck, tools to do this include a wooden train-set and a Victorian toy-theatre - cheap, easily-obtainable and directly practical. Share And Enjoy!
Slidedeck for presentation at IASA-ITARC conference, London, 25 November 2016 - http://iasaglobal.org/itarc-london/
(Note: This is a big slidedeck - almost 75Mb. It'll take some time to download. But worth it, I trust!)
Keynote from Australasian Enterprise Architecture Conference, Sydney, 19 October 2015
http://enterprisearchitectureconference.com.au/
What is it that makes an enterprise into an enterprise? The answer is a story…
Most current approaches to enterprise-architecture start from technology – which works well enough if you are only working on the technology itself. But as enterprise-architecture expands outward into the business, or we need to work on ‘digital transformation’ where people and their needs necessarily come to the fore, a technology centred approach starts to show its limitations.
This lively session introduces a complementary, more people-oriented approach to enterprise-architecture, built around a concept of ‘the enterprise as story’. We’ll explore:
• what story is, in the context for enterprise-architecture
• how story acts as a unifying theme for the architecture
• how to identify and develop the enterprise-story
• how story underlies enterprise values and principles
• how story provides guidance and governance for information-architecture, technology-architecture, digital-transformation and service-design
After this session, you’ll see your architecture with new eyes – open to new possibilities and new ways to engage with all of your stakeholders in the broader business. Share and Enjoy!
A 'mini-workshop' on insights from current developments and practice in enterprise-architecture (BCS-EA conference, London, October 2012)
The main part of the presentation is split into eight 'chunks', each tackling a single 'lesson-learnt' from trying to explain EA themes to others in real-world EA practice. Each 'chunk' is timed as around two minutes of background and overview (the bulk of the slides, between the respective 'Challenge' and 'Practice'), and then four minutes pair-discussion around the questions summarised on the respective 'Practice' slide. With two minutes at the start for overall lead-in, and ten minutes at the end for general discussion about what came up for participants during the Practice sections, this fits exactly into a one-hour time-slot.
(See http://www.slideshare.net/tetradian/lessonslearnt-in-ea-articulation-worksheet for the associated worksheet.)
Developing an Ethically-Aware Design Character through Problem Framingcolin gray
Expert designers determine what problem needs to be solved—framing the design space, and not just designing an appropriate solution. In this study, undergraduate and graduate industrial design students at a large Midwestern university were engaged in a one-day workshop, focusing on designing products for natives of Sub-Saharan Africa to sell in their home nations. Participants worked in teams to generate a range of constraints and problem statements. Teams struggled to identify specific use contexts and users, even though these elements were present in provided research materials. They appeared to build distance between their own experiences and that of the users they were designing for, potentially bifurcating their sense of ethics and normative commitments that were actively being reified in problem statements and solutions.
Sine Celik Jo Van Engelen, Han Brezet, Peter Joore, Linda Wauben
Managing Creativity: Oxymoron or Necessity?
An analysis of social networks for enhancing regional creative output
Shaping the dynamics of a new virtual team - Tony Llewellyn and Paolo FidelboPMIUKChapter
PMI UK and PMI Souther Italy Chapters Webinar - 23 June 2020
This webinar considers some of the aspects of team behaviours and how they are likely to be impacted when connection and communication are restricted to electronic media. We will consider some of the science behind team formation, and how behaviours are shaped in the early stages of a new team’s existence. We will then work through some practical steps that a project manager might take to shape the dynamics of the new team so they become a cohesive and collaborative unit.
Project management topics covered:
Some practical steps a PM should take when developing a team in an on-line environment
• Team development
• Challenges of forming a new team in a virtual environment
• Behavioural dynamics of project teams
About the Presenters:
Tony Llewellyn
Tony is a director at Resolex, a firm specializing in team development. Much of his earlier career was spent working in the Construction and Real Estate sectors, but since 2011 he has been pursuing a long-term interest in interpersonal dynamics and the effectiveness of people working in groups
He is a visiting lecturer at the University of Westminster, as well as a guest lecture at a number of other UK universities. Tony has written three books around the theme of building effective teams. His third book entitled ‘Big teams’ was published on 24 March 2020.
Paolo Fidelbo
Paolo is a Construction Manager and Safety Manager with ten years of experience gained working in the transport infrastructure sector for public agencies.
In 1999, as a volunteer at an educational agency, he began to study behavioural models, emotional intelligence and cognitive biases.
He is a lecturer in project management for the professional chamber at Fondazione Ordine degli Ingegneri di Catania since 2018. He has also founded the professionals network reSTART that aims to provide companies with services to foster change management by creating a people-oriented culture.
Paolo is the Chair of Sicily Branch of the PMI Southern Italy Chapter.
Serving the story: how process-management and enterprise-architecture work together in the overall enterprise.
Presentation and practical-exercises for BPM Portugal conference, April 2013.
My presentation for Open Group London #ogLON enterprise-architecture conference, October 2013
Classic enterprise-architectures seem to focus mainly on IT and replicable IT-based processes. By contrast, many business-contexts such as healthcare, recruitment, education, customer-service and retail, all need to emphasise 'mass-uniqueness' - individual difference or uniqueness at scale. This slidedeck explores some of the themes and techniques that can be used to develop enterprise-architectures with appropriate balance between 'same' and 'different'.
Slidedeck for keynote at Enterprise Architektura conference, Prague, 2 November 2017 - http://archforum.eu/
A unique reflection on different views of architecture. How to eliminate fears of change, work with cultural stereotypes, and how architecture is related to Czech black-humour and why we have a tendency, as architects, to cut ourselves down. Also, how the architect should prepare the 'battle-plan' and how to succeed in the fight itself.
(Description above adapted from original Czech text in the conference programme, via Google Translate - see http://archforum.eu/agenda/ .)
Why do enterprise-architecture fail? Three of the most common causes are:
-- Blurring between the distinct rolesof architecture and design
-- Starting architecture too lateand/or finishing too early in the process for making something real
-- Placing arbitrary constraintson content, scope and/or scale
Each of these errors causes the architecture to fragment and then fail.
In this slidedeck, we explore the causes for each of these errors, why they occur, the effects that the errors have, and what to do to avoid them.
How do we explore the context for a business-architecture? Short-answer: raid the kids' toy-box!
This slidedeck provides a practical overview of how to explore and identify service-context or business-context, whilst developing a business-architecture. The key theme here is that it's easier to engage people in architecture-development if we make it both fun and thought-provoking, in an immediate, tangible way. As shown in the slidedeck, tools to do this include a wooden train-set and a Victorian toy-theatre - cheap, easily-obtainable and directly practical. Share And Enjoy!
Slidedeck for presentation at IASA-ITARC conference, London, 25 November 2016 - http://iasaglobal.org/itarc-london/
(Note: This is a big slidedeck - almost 75Mb. It'll take some time to download. But worth it, I trust!)
Keynote from Australasian Enterprise Architecture Conference, Sydney, 19 October 2015
http://enterprisearchitectureconference.com.au/
What is it that makes an enterprise into an enterprise? The answer is a story…
Most current approaches to enterprise-architecture start from technology – which works well enough if you are only working on the technology itself. But as enterprise-architecture expands outward into the business, or we need to work on ‘digital transformation’ where people and their needs necessarily come to the fore, a technology centred approach starts to show its limitations.
This lively session introduces a complementary, more people-oriented approach to enterprise-architecture, built around a concept of ‘the enterprise as story’. We’ll explore:
• what story is, in the context for enterprise-architecture
• how story acts as a unifying theme for the architecture
• how to identify and develop the enterprise-story
• how story underlies enterprise values and principles
• how story provides guidance and governance for information-architecture, technology-architecture, digital-transformation and service-design
After this session, you’ll see your architecture with new eyes – open to new possibilities and new ways to engage with all of your stakeholders in the broader business. Share and Enjoy!
A 'mini-workshop' on insights from current developments and practice in enterprise-architecture (BCS-EA conference, London, October 2012)
The main part of the presentation is split into eight 'chunks', each tackling a single 'lesson-learnt' from trying to explain EA themes to others in real-world EA practice. Each 'chunk' is timed as around two minutes of background and overview (the bulk of the slides, between the respective 'Challenge' and 'Practice'), and then four minutes pair-discussion around the questions summarised on the respective 'Practice' slide. With two minutes at the start for overall lead-in, and ten minutes at the end for general discussion about what came up for participants during the Practice sections, this fits exactly into a one-hour time-slot.
(See http://www.slideshare.net/tetradian/lessonslearnt-in-ea-articulation-worksheet for the associated worksheet.)
Developing an Ethically-Aware Design Character through Problem Framingcolin gray
Expert designers determine what problem needs to be solved—framing the design space, and not just designing an appropriate solution. In this study, undergraduate and graduate industrial design students at a large Midwestern university were engaged in a one-day workshop, focusing on designing products for natives of Sub-Saharan Africa to sell in their home nations. Participants worked in teams to generate a range of constraints and problem statements. Teams struggled to identify specific use contexts and users, even though these elements were present in provided research materials. They appeared to build distance between their own experiences and that of the users they were designing for, potentially bifurcating their sense of ethics and normative commitments that were actively being reified in problem statements and solutions.
Sine Celik Jo Van Engelen, Han Brezet, Peter Joore, Linda Wauben
Managing Creativity: Oxymoron or Necessity?
An analysis of social networks for enhancing regional creative output
Shaping the dynamics of a new virtual team - Tony Llewellyn and Paolo FidelboPMIUKChapter
PMI UK and PMI Souther Italy Chapters Webinar - 23 June 2020
This webinar considers some of the aspects of team behaviours and how they are likely to be impacted when connection and communication are restricted to electronic media. We will consider some of the science behind team formation, and how behaviours are shaped in the early stages of a new team’s existence. We will then work through some practical steps that a project manager might take to shape the dynamics of the new team so they become a cohesive and collaborative unit.
Project management topics covered:
Some practical steps a PM should take when developing a team in an on-line environment
• Team development
• Challenges of forming a new team in a virtual environment
• Behavioural dynamics of project teams
About the Presenters:
Tony Llewellyn
Tony is a director at Resolex, a firm specializing in team development. Much of his earlier career was spent working in the Construction and Real Estate sectors, but since 2011 he has been pursuing a long-term interest in interpersonal dynamics and the effectiveness of people working in groups
He is a visiting lecturer at the University of Westminster, as well as a guest lecture at a number of other UK universities. Tony has written three books around the theme of building effective teams. His third book entitled ‘Big teams’ was published on 24 March 2020.
Paolo Fidelbo
Paolo is a Construction Manager and Safety Manager with ten years of experience gained working in the transport infrastructure sector for public agencies.
In 1999, as a volunteer at an educational agency, he began to study behavioural models, emotional intelligence and cognitive biases.
He is a lecturer in project management for the professional chamber at Fondazione Ordine degli Ingegneri di Catania since 2018. He has also founded the professionals network reSTART that aims to provide companies with services to foster change management by creating a people-oriented culture.
Paolo is the Chair of Sicily Branch of the PMI Southern Italy Chapter.
Stephanie Cooper - Genuine Curiosity - Conversations for ChangeAgileNZ Conference
People often ask for the golden phrase, the silver bullet they can use to convince their teams, managers or executives to ‘go Agile’. While it would certainly help to talk about outcomes and benefits over practices and methods, it can sometimes be your own mindset that is holding back your ability to influence change.
In this session, Steph looks at mindsets (the values and assumptions you make) and explore how a lack of genuine curiosity can provoke defensive behaviours in others and stop organisations from resolving the issues that really matter, but are challenging to address.
She’ll use the setting of a small conversation to explore and better understand these ideas. While organisational change is big, the momentum for change can often be won or lost in small conversations. Becoming better in small conversations will help you grow your role in influencing organisational change. When you approach conversations with genuine curiosity about the other person’s point of view, you will not only have a more productive conversation, but build the trust needed for the work ahead.
These ideas and techniques are popular as they are accessible and relatively easy to adopt.
* Don't we all want to be more effective communicators?
* As a coach, don't we all want our clients to change their behavior in certain situations based on what we teach, how we mentor and coach?
* Weren't we all in frustrating situations when we try to explain something and at first it seems that people are getting it, but then when we ask a relevant question, the audience is lost? There are very specific reasons for that.
* I would like to help the audience to develop an awareness of the possible impacts of their communication.
* The premise is that as soon as we are aware, we have a better idea to drive towards a desired outcome and not just leave it to pure chance.
Csaba Bereczki
A presentation I have given about a dozen times over the years, last presented in May of 2011. An overview of 'Made to Stick' by Dan and Chip Heath - a great book for educators!
Mother Said There'd Be Days Like These (May 31, 2012)lmd_presentations
Every work day offers challenges we are well positioned to handle … and some for which we could never have prepared. Ulla de Stricker offers an overview of common “interesting” work scenarios and suggests approaches to preserve professional dignity – not to mention sanity: While there is no one recipe for handling everything our careers will throw at us, some basic attitudes go a long way toward managing whatever may arise.
Similar to Making sense in the midst of uncertainty (20)
Presentation for IASA 24hr Online Summit, 30 April - 01 May 2020.
In every country, all of our enterprises are facing unprecedented levels of challenge and change. To help our organisations not just to weather the storm, but thrive in the new environment, enterprise architects would do well to extend their toolkit with tools from other strategic disciplines. This session provides a practical overview of some of the tools available from the futures/strategic-foresight domains, and shows how to use them in enterprise-architecture practice.
This session from the BCS EASG (British Computer Society Enterprise Architecture Special Group) conference, London, 26 June 2018, introduces a simple tool and technique that anyone can use to explore options for or in response to a business-change.
Enterprise Architecture: Perspectives, conflicts and how to resolve themTetradian Consulting
Slidedeck for Brighttalk webinar, 06 December 2017
Enterprise-architecture used to be about IT and not much else: but not any more. These days, enterprise-architects in digital-transformation and the like must negotiate an ever-expanding maze of perspectives and conflicts across every aspect of the organisation and beyond.
So how do we resolve those conflicts, and identify the common factors across the perspectives that link everyone together? This seminar introduces some practical, proven approaches that can help architects explore any change-context, and lead them to the solutions they need.
IASA / ICS Dublin workshop 'Tracking value in the enterprise'Tetradian Consulting
Slidedeck for an intended workshop at the IASA / Irish Computer Society conference, Dublin, June 2017
This slidedeck provides a ten-step process to identify what 'value' means within an organisation, and how to track and balance the flows of value across that organisation and its broader shared-enterprise.)
Slidedeck for IASA / Irish Computer Society IT-architecture conference 'Show me the money!'
(Don't worry too much about the title - the talk is actually about the relation between money and value, and why value, values and trust are actually the core concerns for any enterprise-architecture.)
Slidedeck from Conferenz IT&EA Conference, Auckland, New Zealand, July 2016; also an extended version of slidedeck for IASA Architecture Summit, Dublin, Ireland, July 2016
This provides an overview of whole-enterprise architecture, and how it differs from and extends classic IT-centric 'enterprise'-architecture. It also provides a practical overview of methods, including three worked-examples.
Disintegrated EA? - how to fight against fragmentation of the architecture
What are the factors that cause fragmentation of an enterprise-architecture? And what can we do about them? Focussing more on the human-factors in enterprise-architecture, this presentation explores a set of meta-disciplines that can be used to guide EA practice - and 'Seven Sins of Dubious Discipline' that can lead us astray!
Presentation at Integrated-EA 2016, London, 2 March 2016
Integrated-EA http://www.integrated-ea.com/ is a conference on enterprise-architecture in Defence and related contexts - hence the military flavour of some of the content and visual-jokes in the slidedeck.
(In case the number of slides here causes you some concern: yes, it's almost 200 slides, but it's fast-paced - it all fits into a 30-minute conference-slot.)
Presentation for the IASA January 2016 eSummit on business-architecture - see http://iasaglobal.org/monthly-esummit/
Exploring the context of business-architecture: upwards to the big-picture, downwards to implementation, sideways to connections and qualities, and avoiding design-mistakes that take us backward to business-models that really don't work...
Slidedeck for workshop session at Local Lives Global Matters conference: presented by Helena Read with Tom Graves.
The Ecology of Enterprise
This practical workshop will use the Tetradian Enterprise Canvas as a tool to explore the ecology of our organisations.
Attracting, retaining and getting the best from your architectsTetradian Consulting
Meetup sessions at x:pand Melbourne and x:pand Sydney, October 2015
(hosted by x:pand and Australasian Architecture Network)
The Australasian Architecture Network has hosted a number of recent meet ups aimed at educating talented people across a range of new technologies and technical areas. This time we’re looking at something much more important, the people. In particular it will focus on how you can get the best from the Architects in your business and how they can deliver the best results to you.
It will look at the age old debate which always exists in this field between art and science, the creative vs. the coder. What types of projects require what types of people and how do you get the best results from such a diverse range of individuals.
ACS EA-SIG - Bridging enterprise-architecture and systems-thinkingTetradian Consulting
Webinar for Australian Computer Society - Enterprise Architecture Special Interest Group, September 2015
A core aim in Enterprise Architecture (EA) and Systems-Thinking (ST): things work better when they work together on purpose. For this to happen, we need guided conversations that are actually everyone’s responsibility. What visual tools can we use to engage people in this?
This webinar introduces these concepts, and provides the tools and techniques need to bridge this gap. We will highlight some of the common approaches, frameworks and tools used in both of these highly related and important disciplines.
We will discuss how they can be used together and enhanced to deliver a common sense approach for everyday EA and ST practice. Included in this discussion is an introduction to the Enterprise Canvas, which is a powerful tool to enable visualisations of the enterprise by defining the services it offers and their relationships and interactions.
Invisible Armies: information, purpose and the real enterpriseTetradian Consulting
Presentation for Integrated-EA 2015 (enterprise-architecture conference, London, March 2015)
Every enterprise-architecture needs to address not only the visible elements of the context, but also its invisible elements - information, connections between people, and purpose.
(The focus of the conference is enterprise-architecture for the Defence context - hence the decidedly military flavour of the overall slidedeck and some of the visual-jokes. There's also some new work on complexity and the SCAN sensemaking/decision-making framework, around the importance and interdependence of 'commander's intent' and real-world information-flows.)
Presentation at Open Day on Enterprise-Architecture and Systems-Thinking, London, 21 October 2104, for SCiO (Systems and Cybernetics in Organisations) http://scio.org.uk/
This used my development-work on the Enterprise Canvas framework as a worked-example of how we might create tools to bridge the gaps between enterprise-architecture and systems-thinking, in support of organisations' needs.
(This slidedeck also provides a useful overview and primer for Enterprise Canvas itself.)
This is an old slidedeck (March 2006) that I rediscovered the other day on my filesystem, but it still seems relevant in that, even at that early stage, it illustrates strong crosslinks between enterprise-architecture and systems-thinking - particularly service-oriented architectures, the 'tetradian' dimensions (here as machines, knowledge, people and business-purpose), and a somewhat-extended version of Stafford Beer's classic Viable Systems Model. It's also slightly unusual in that it cross-references to FEAF (US Federal Enterprise Architecture Framework) rather than TOGAF, as we'd found the latter to be unhelpful and misleading for that particular client. The client themselves were in the logistics industry - hence the pseudo-logo in the upper left of each slide.
It was a real presentation for a real client, presenting to other architects in our team some research I'd been doing, on how we could rethink our approach to enterprise-architecture as we started to break out of the classic IT-centric box. It's in a style I wouldn't use these days - way too many words! - and it's been somewhat 'de-identified' for reasons of commercial confidentiality, but otherwise it's exactly as presented to my colleagues at that client.
One minor note: the 'X/C/M/P' extensions to the Viable System Model, in slides 19, 20 and 28, relate to work we'd been doing at the time on integrating quality-system concerns - management of exceptions, corrective-action, issue-tracking and process-improvement - into both enterprise-architecture and the Viable System Model itself. I haven't seen any other reference to this type of integration, either before or since: it may be useful to quite a few people, on both the enterprise-architecture and systems-thinking sides of that discussion, and also to quality-system folks as well.
In short, yes, it's old, but it may still be useful for some folks in enterprise-architectures and elsewhere. Hope it helps, anyway.
Presentation at Vlerick Business School, Brussels, 26 September 2014 - describes a variety of approaches, techniques and case-studies for mapping out the desired sequence of change in medium- to large-scale business-transformation.
The dung-beetle's tale: systems-thinking, complexity and the real-worldTetradian Consulting
Slidedeck for Integrated-EA conference, February 2014.
(It's a conference on enterprise-architecture in the Defence context, hence a somewhat military flavour and various military in-jokes.)
Slide-deck from talk at BAEA EA Cafe, Heverlee, Belgium, 26 September 2013
Where do people fit within enterprise-architecture? This slidedeck explores why we need to include people-issues and people-themes in our EA, and gives a set of practical exercises on how to do this, using standard EA methods.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
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➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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Set off and carry forward of losses and assessment of individuals.pptx
Making sense in the midst of uncertainty
1. Making sense
in the midst of uncertainty
- opportunity within and beyond the pandemic
Tom Graves, Tetradian
Peoplerise / Vulcano webinar, June 2020
2. About this webinar...
• Aim: Work better with disruption
• It’s about your experience and
knowledge, not mine
• Some exploration of principles,
but mostly about practice
3. A matter of etiquette...
• Feel free to interrupt if you need
• this is about your experience, not mine
• if my English is hard to follow, ask me to repeat!
• Switch between overview and practice
• practice sessions will be in trios/pairs, report back
• make space for others’ ideas and experiences
4. “We are each on
our own customer-journey
in the service called ‘Life’”
Make it personal…
5. Hi. (I may have
changed a bit
since then?)I’m Tom.
Make it
personal…
6. “The world breaks us all –
and afterward we are stronger
in the broken places...”
We learn from disruption…
– paraphrase from Ernest Hemingway
8. SCAN: complexity-mapping and tactics
Introduction https://youtu.be/qvgBIXItVYw , worked-example https://youtu.be/QrO9QZhrn1E
9. SCAN: worked example (surgical operation)
patient identity
surgery plan
emergency
action
theatre
booking
consumables
pre-op
complications
family
behaviour
surgical-staff
availability
change of
theatre-availability
action-records
equipment
plan
patient
condition
verify identity
NOW!
certai uncertai
before
11. SCORE: worked example (business plan)
strengths
Strengths / Services / Support
(existing capabilities and resources, potential for synergies)
challenges
Challenges / Capabilities-needed
(‘weaknesses’ indicate needed capabilities and resources)
options
Options / Opportunities and risks
(opportunity is also risk, risk is also opportunity)
responses
Responses / Returns / Rewards
(probable or emergent consequences of action or inaction)
effectiveness
default: efficient, reliable, elegant, appropriate, integrated
“Finding more and better clients”
not enough income;
not enough work I like
good at 3D modelling
need more expensive software?
I like doing research
are clients interested in research – I assume not…
jobs with research in them
have often gained me new work
research is important to me
I’m good at textures, ‘realness’
is there a market for ‘realness’?
A/B test shows there is a market for ‘realness’
‘realness’ is important to me
not many people do what I do
real business-opportunity for concepts/visuals
with research and ‘realness’
my current software is enough
next task: clarify details of new business-model!
12. After Action Review: continuous-improvement
1: What was
supposed to
happen?
2: What
actually
happened?
3: What was the
source of the
difference?
4: What can
I learn to do
differently?
5: What can we
learn to do
differently?
Continuous
improvement
(Adapted from US Army After Action Review) Introduction https://youtu.be/55s4CebiTaw
13. That’s enough about me…
What brings you here?
What do you need from this?
Who are you?
20. The plan for the session...
Three scopes for action (three tasks):
1. Working with disruption in business
2. Working with disruption in the family
and the community
3. Learning from and linking experiences
in both business and community
21. “No plan
survives first contact with
Reality Department...”
This webinar is a live example of ‘work with uncertainty’...
– when Reality Department forces the plan to change,
we use aims, values and principles to keep on track
24. We can’t avoid the politics…
POLITICS
NO POLITICS!
Always be careful about the politics
– it can kill all cooperation if not done well…
25. Working with disruption...
Three themes:
1. Prepare before disruption
2. Action during disruption
3. Learn and rebuild after disruption
(For the pandemic, we’re in the ‘During’ and ‘After’ phases right now)
26. Prepare before disruption...
• Build awareness of sources of disruption
– use tools from futures disciplines – e.g. scenarios
• Build capability to work with uncertainty
– be ready for emotional challenges of disruption
• Note: look for opportunity hidden in risk
– always work with opportunity and risk together
27. Balancing risk and opportunity...
opportunity
within risk
risk
opportunity
risk within
opportunity
Always work with opportunity and risk as a symmetric pair
28. Action during disruption...
• Remember what’s important
– use vision and values as anchors
• Manage the priorities (find these in Preparation stage)
– use real-time priority-techniques such as triage
• Keep the panic at bay (don’t let it overwhelm)
– focus on the Now – action now, grieve later!
29. Emotion and disruption...
• Disruption often triggers real fears
– fear of loss, failure, incompetence, guilt...
• Panic is real – mainly from overwhelm
– limit risk of panic by focus on immediate tasks
• ...but also space for positive emotions
– acknowledge pride, success, responsibility
30. Learn/rebuild after disruption...
• Identify any benefits-realised
– there are always some, if we know how to look
• Identify lessons-learned
– use techniques such as After Action Review
• Support iterative continuous-improvement
– use past to push towards future – e.g. Now-to-New
31. • What change is happening to your business?
• How prepared were you in your business?
• How do you adapt to change in your business?
• How do you stop panic from overwhelming you?
• What do you need to do, to be better prepared
for future disruption?
Discuss: Disruption in business
33. Disruption for self,
for family, for community...
What disruption looks like:
‘Normal’ no longer works
the same way
or at all
34. Disruption beyond business...
Three themes:
1. Prepare before disruption
2. Action during disruption
3. Learn and rebuild after disruption
(Bridging between self, family and community)
35. Prepare before disruption...
• Build awareness of sources of disruption
– use tools from futures disciplines – e.g. scenarios
• Build capability to work with uncertainty
– be ready for emotional challenges of disruption
– emotions may be more intense and personal,
especially in relation to family
• Note: look for opportunity hidden in risk
37. Action during disruption...
• Manage the priorities
– use real-time priority-techniques such as triage
• Manage relations with others
– balance Self and Other in family, community
– balance competition and cooperation
• Keep the panic at bay
– focus on the Now, use vision / values as anchors
38. Notice the real-time trade-offs...
• Choices: who to trust? who to serve?
– I, We, Us, Them: self, family, community, beyond
• Interdependence is key in surviving chaos
– different capabilities shared across the whole
– and fear of dependence, entrapment etc...
• In a crisis, yes, “we are all in this together”
– and acknowledge the limits of ‘response-ability’
39. Learn/rebuild after disruption...
• Identify any benefits-realised
– there are always some, if we know where to look
• Identify lessons-learned
– link I and We – self, family, community and more
• Support iterative continuous-improvement
– step-by-step: “we can always do it better”
40. • What is happening to your family and community?
• How do you adapt to change in family and
community?
• How do you stop panic from overwhelming you and
others?
• How prepared were you in your family and
community?
• What do you need, to be better prepared for future
disruption in family and community?
Discuss: Disruption in community
41. Part 3: Learn from difference
graphic: Pierpaolo Barresi
43. After Action Review
• What was supposed to happen? – Plan
• What actually happened? – Action
• What were the sources of difference?
– what was better than expected, not just worse
• What can I / we learn to do differently,
to commit to do better next time?
44. Three rules for After Action Review…
1: “Aim is to learn how to do it better”
– we can always find some way to do it better…
2: “Pin your stripes at the door”
– everyone had their own part, own responsibilities
3: “No blame!” (including self-blame, shame, guilt)
– blame blocks us from learning how to do it better
45. Adapted After Action Review (1)
• What was the intention/plan for each domain?
• What actually happened in each domain?
• What was the same in all domains?
• What was different between the domains?
• What were the sources for any differences?
46. Adapted After Action Review (2)
• What change-lessons can you apply from business
to family and/or community?
• What change-lessons can you apply from family
and/or community to business?
• What, personally, can you do differently in future,
to work better with disruption in any domain?
• What, collectively, can you do differently in future,
to work better with disruption in any domain?
47. • What was the same or different between domains?
• What were the sources for any differences?
• What can be learnt by comparing across domains?
• What, personally, can you do differently in future,
to work better with disruption in any domain?
• What, collectively, can you do differently in future,
to work better with disruption in any domain?
Discuss: Learn from difference
49. What have you learnt from this?
How will you apply that in
your business, family, community?
Questions to take away...
What services on this would assist
your business and your clients?