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.)
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.
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.
What are machines learning? How might that impact design?Andreas Wolters
Machines have picked up astonishing skills: they beat us at chess and Go, they have learnt to pilot a drone or how to create oil paintings. These impressive feats are pushing the boundaries, they show us what is possible. But machines have picked up skills that are less noteworthy, but way more useful: they have learnt to understand what we say, they can figure out which series we might want to binge on next or how to write compelling news articles.
Machines have learnt many things that are finding their ways into digital products. In this talk, I will give a bird’s-eye view of these developments — and I’ll dare to make some predictions about how these might impact the way we design products.
I gave this talk in Zürich on the 31st of October 2019.
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.)
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.
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.
What are machines learning? How might that impact design?Andreas Wolters
Machines have picked up astonishing skills: they beat us at chess and Go, they have learnt to pilot a drone or how to create oil paintings. These impressive feats are pushing the boundaries, they show us what is possible. But machines have picked up skills that are less noteworthy, but way more useful: they have learnt to understand what we say, they can figure out which series we might want to binge on next or how to write compelling news articles.
Machines have learnt many things that are finding their ways into digital products. In this talk, I will give a bird’s-eye view of these developments — and I’ll dare to make some predictions about how these might impact the way we design products.
I gave this talk in Zürich on the 31st of October 2019.
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.
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.
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.
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.
Innovative product development - how to use technology demonstrators for busi...Ruth Thomson
This presentation was given at Cambridge University as part of the Enterprise Tuesday programme run by the Centre for Entrepreneurial Learning.
Smart use of product development best practice can help you to use demonstrators to address the tough questions that investors will ask.
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!)
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/ .)
Lightening from London CloudCamp that suggests cloud adoption is not that far off, even for the bank and that by mapping your business to discrete capabilities you can decide what you want to keep and what you want to let go and start to unbundle the bank!
Something different this time... Speaking at SalesHackers Amsterdam about how we approach our sales strategy and evangelize web performance. Food for #startups
I've spent the last years modelling complex businesses and Software Architectures with EventStorming. The original recipe evolved a lot from the initial one. This is EventStorming state of the art.
Building on the Shoulders of Giants: the Story of Bitbucket PipelinesAtlassian
When the Atlassian Dev Tools team looked to innovate on continuous integration and delivery, we explored many ways to bring the build and deployment pipeline closer to developers and Bitbucket. This led us to think outside the existing product boundaries of Bamboo and build on top of the Bitbucket Connect platform.
James Bryant, a senior designer on the Software Team, will take you through how his team decided to build on top of a platform instead of building out new products. It involves defining a vision, guiding a team with an experience, and testing with customers early and often to build the new Bitbucket Pipelines feature.
You’ll come away from this session with a framework for adopting an experience-driven strategy, and tips to help give your agile teams a vision to build on top of a platform.
Products covered:
Bitbucket, Bamboo
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.
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.
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.
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.
Innovative product development - how to use technology demonstrators for busi...Ruth Thomson
This presentation was given at Cambridge University as part of the Enterprise Tuesday programme run by the Centre for Entrepreneurial Learning.
Smart use of product development best practice can help you to use demonstrators to address the tough questions that investors will ask.
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!)
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/ .)
Lightening from London CloudCamp that suggests cloud adoption is not that far off, even for the bank and that by mapping your business to discrete capabilities you can decide what you want to keep and what you want to let go and start to unbundle the bank!
Something different this time... Speaking at SalesHackers Amsterdam about how we approach our sales strategy and evangelize web performance. Food for #startups
I've spent the last years modelling complex businesses and Software Architectures with EventStorming. The original recipe evolved a lot from the initial one. This is EventStorming state of the art.
Building on the Shoulders of Giants: the Story of Bitbucket PipelinesAtlassian
When the Atlassian Dev Tools team looked to innovate on continuous integration and delivery, we explored many ways to bring the build and deployment pipeline closer to developers and Bitbucket. This led us to think outside the existing product boundaries of Bamboo and build on top of the Bitbucket Connect platform.
James Bryant, a senior designer on the Software Team, will take you through how his team decided to build on top of a platform instead of building out new products. It involves defining a vision, guiding a team with an experience, and testing with customers early and often to build the new Bitbucket Pipelines feature.
You’ll come away from this session with a framework for adopting an experience-driven strategy, and tips to help give your agile teams a vision to build on top of a platform.
Products covered:
Bitbucket, Bamboo
Agile methodologies have quickly become central to the way we create and refine digital products. These rapid cycles of building, measuring, and learning are great for refining an already innovative product but these tools are being increasingly called upon to produce innovation itself and they suck at it.
In this high-level, philosophical talk, Scott draws from 25+ years of experience in digital product strategy and design to take a critical and sometimes controversial look at processes that claim to promote innovation but too often fail to deliver.
He also highlights some principles and practices that seem to promote real innovation and help it survive the perilous journey from the minds of innovators to the hands and hearts of users.
A strategy for security data analytics - SIRACon 2016Jon Hawes
A snag list for 'things that can go wrong' with big data analytics initiatives in security, and ways to think about the problem space to avoid that happening.
An introduction into the use of Wardley maps for topographical intelligence in business. This includes, why maps matter, how to map, some common economic patterns useful for prediction, common forms of doctrine and the concept of context specific gameplay.
Situation Normal Everything Must Change - from innovation to commoditisation ...Simon Wardley
General shortened version of the presentation covering evolution, change, mapping, ecosystems, cloud, economic cycles, commoditisation, componentisation, strategy and open approaches.
A very rough summary of my Hosting Con keynote on the cloud, underlying forces of change, the evolution of business activities, new models of management and what this means for hosting companies.
Situation Normal Everything Must ChangeSimon Wardley
A very rough and extremely condensed summary of my three hour OSCON 2011 tutorial on business evolution, cloud, new forms of organisational patterns, tactics, and competition.
Early presentation of Zimki (one of the original platform as a service offerings) given in 2006, used as a basis for subsequent presentations at OSCON in 2007.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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/
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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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.
24. Where? Why? How?
What?
When?
In Business ...
67% of successful
companies do ...
Business is usually a
tyranny of action over
situational awareness ...
26. I’d rather have a first-rate
execution and second-rate
strategy any time
Jamie Dimon, CEO of
JPMorgan Chase
Typical business
doctrine ...
27. execution is the key to a
strategy’s success - is as flawed
as it is popular.
Professor Roger L. Martin,
The ExecutionTrap, 2009
How it stands up to
scrutiny ...
32. NB
97% of execs consider strategy to be critical
to future success
Lack of situational awareness has a negative
impact on market cap
Most business strategy is a tyranny of
action over
situational awareness
39. Q. Strategy?
Problem is the box and wire diagrams tell
us nothing ... the meaning is within the text
of the boxes.
If you don't know what a WPS is,
then it's of no use.
61. A[1] A[2] A[3] A[4] A[5]
Evolution
... then we get
better versions of it.
62. Time
ApplicableMarket
100% adoption A[5]
100% adoption A[2]
100% adoption A[1]
100% adoption A[3]
100% adoption A[4]
Time for A[5]Time for A[2]
Evolution is hence
multiple waves of
diffusion for
improving
versions. Problem
with diffusion
curves is they have
different applicable
markets and time
to diffuse.
63. Time
ApplicableMarket
100% adoption A[5]
100% adoption A[2]
100% adoption A[1]
100% adoption A[3]
100% adoption A[4]
Time for A[5]Time for A[2]
Ubiquity of
A1 to A5
However, as things
evolve they
become more
ubiquitous ...
64. Time
ApplicableMarket
100% adoption A[5]
100% adoption A[2]
100% adoption A[1]
100% adoption A[3]
100% adoption A[4]
Time for A[5]Time for A[2]
Maturity of
A1 to A5
... and more
mature or 'fit for
purpose', 'good
enough'.
66. It's
mature!
Not it's
not!
Difficult, if something is mature (e.g. a brick) we quickly agree but
ask is a 'smartphone mature' and ...
... arguments break out.
70. Certainty
Type I II (key) III (key) IV
Publication
Type
Refer to the
wonder of
the thing,
described in
terms of
impact
Refer to building,
construction and
awareness
Refer to
operation,
maintenance
and feature
differences
between different
examples
Dominated by
use i.e. what is
built with this or
on top of this
including guides
for maximising
use.
Meaure Volume Volume
Yes by looking at how
publications change ...
71. Certainty
Ubiquity
Certainty = f (Volume Publications [Type II + III],
MatureVolume [II + III])
Ubiquity = f (Actual Market Adoption,
Mature Market Adoption)
We can then measure
ubiquity over certainty
and ...
72. 0%
25.00%
50.00%
75.00%
100.00%
0% 25.00% 50.00% 75.00% 100.00%
... spend 6 months in
the British Library in
2007, repeating this
endless times for lots
of activities.
Then add back in the
publication domains
and ...
81. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
Photo Storage
Data Centre
Power
Compute
Payment
Web Site
Platform
Fotango
Image
Manipulation
Customer
Relationship
System
(CRM)
82. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
Online Photo
Storage
Data Centre
Power
Payment
Web Site
Platform
Fotango
CRM
Online Image
Manipulation
Compute
Map
2005
My first map.
Based upon my
Foo Camp idea,
admittedly
before I knew if
the evolution
axis was real or
not.
84. 1) Needs
So why care ...
Turns out maps are
great for identifying ...
85. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
User Need
Sell
Differentiate
Like user needs ...
they're at the top of
the map!
User needs are what
we sell and try to
differentiate on.
87. A random big - REALLY
BIG - Government
project ...
Big specification
documents and lots of
Box and Wire
Alas, no-one can clearly
articulare the user
needs ...
90. 2) Change
'Wardley' maps also
deal with change ...
PS. I call it Wardley maps because there are other things
calledValue Chain Maps / Strategy Maps / Digital Maps etc
and it makes it easier for people to know who's to blame
for this stuff.
94. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
Chaotic
Uncertain
Unpredictable
Changing
Different
Exciting
Future Worth
Differential
Uncharted
... and has these
properties.
95. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
Ordered
Known
Measured
Stable
Standard
Dull
Low Margin
Essential
Industrialised
... and ends over
here.
... with these
properties.
96. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
Uncharted
Chaotic
Uncertain
Unpredictable
Changing
Different
Exciting
Future Worth
Differential
Industrialised
Ordered
Known
Measured
Stable
Standard
Dull
Low Margin
Essential
Note, properties
are polar
opposites.
97. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
Lean
Uncharted Industrialised
SIX SIGMA / OUTSOURCE
StrongWeak
AGILE / IN-HOUSE
Strong Weak
... which is why there is no
such thing as a one size fits all
management method
98. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
Lean
Uncharted Industrialised
SIX SIGMA / OUTSOURCE
StrongWeak
AGILE / IN-HOUSE
Strong Weak
Salamon and Storey
Innovation Paradox
This creates the ...
105. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
3D Visualisation
Land Registry
Data Centre
Power
Platform
HR
Customer
GIS
Customer
Customer
Compute
ERPM
Finance
BIM
Web site
RISK
CRM
WISE
PIMS
Incur excessive
change control
costs
Some parts will be
efficient
If you look at the
underlying map you
can see why ...
This stuff is stable
This stuff will
change
110. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
3D Visualisation
Land Registry
Data Centre
Power
Platform
HR
Customer
GIS
Customer
Customer
Compute
ERPM
Finance
BIM
Web site
RISK
CRM
WISE
PIMS
So they mapped
HS2 ...
111. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
3D Visualisation
Land Registry
Data Centre
Power
Platform
HR
Customer
GIS
Customer
Customer
Compute
PIMS
ERPM
Finance
BIM
Web site
RISK
CRM
WISE
outsource to utility
suppliers
LEGEND
Sharepoint
... now its easy
112. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
3D Visualisation
Land Registry
Data Centre
Power
Platform
HR
Customer
GIS
Customer
Customer
Compute
PIMS
ERPM
Finance
BIM
Web site
RISK
CRM
WISE
outsource to utility
suppliers
use off the shelf
products
LEGEND
Sharepoint
113. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
3D Visualisation
Land Registry
Data Centre
Power
Platform
HR
Customer
GIS
Customer
Customer
Compute
PIMS
ERPM
Finance
BIM
Web site
RISK
CRM
WISE
outsource to utility
suppliers
use off the shelf
products
build in-house with
agile techniques
LEGEND
Sharepoint
125. Harvest Hawk,
idea to combat
operations in 18
months
FIST has been used in
many places ...
126. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
So treat components on
your map individually ... You can even
enforce this
with rules like
'Two Pizza' (see
Amazon)
132. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
Creative
Studios
Traditional Media
(DVDs etc)
Customer
Leisure TimeAggregator
Branded
Commissioned Acquired
Internet
Broadcast
Artistic
Direction
Production
Talent
Production
Systems
Market
Analysis
Content
Web Site
Streaming
Service
Recommendation
Engine
CRM
Web
Server
Compute
Power
Content Pipeline
TV COMPANY
maps make it easier to
talk about what an
organisation does ...
133. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
Creative
Studios
Traditional Media
(DVDs etc)
Customer
Leisure TimeAggregator
Branded
Commissioned Acquired
Internet
Broadcast
Artistic
Direction
Production
Talent
Production
Systems
Market
Analysis
Content
Web Site
Streaming
Service
Recommendation
Engine
CRM
Web
Server
Compute
Power
Content Pipeline
TV COMPANY
Q. Strategy?
and to talk
about ...
139. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
Q. Outsource?
A
E
B
C
D
Outsourced
Why was this a
disaster?
Should we do
this?
You can probably
answer these now
141. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
Access System
Authentication
Biometric
2 Factor
User / Pwd
Login
Log History
Compute
Physical Servers
Design for
Failure
Authorisation (ACL)
Permission
Monitoring
Recommendation
(VRM)
Capability
(Credentials)
Trust
Rule
Based
(2 way)
Rule
Based
(1 way) User
Reporting
Identity (me)
Identity (provider)
Control System
Customer Customer
Security
Company ...
142. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
Access System
Authentication
Biometric
2 Factor
User / Pwd
Login
Log History
Compute
Physical Servers
Design for
Failure
Authorisation (ACL)
Permission
Monitoring
Recommendation
(VRM)
Capability
(Credentials)
Trust
Rule
Based
(2 way)
Rule
Based
(1 way) User
Reporting
Identity (me)
Identity (provider)
Control System
Customer Customer
Play 1 - Commodity
Identity
Should I do this?
143. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
Access System
Biometric
2 Factor
User / Pwd
Login
Log History
Compute
Physical Servers
Design for
Failure
Authorisation (ACL)
Permission
Monitoring
Recommendation
(VRM)
Capability
(Credentials)
Rule
Based
(2 way)
Rule
Based
(1 way) User
Reporting
Identity (me)
Identity (provider)
Control System
Customer Customer
Authentication
Trust
Play 2 - Gamble on
Trusted Authentication
Or this? (actually
high risk)
144. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
Access System
Authentication
Biometric
2 Factor
User / Pwd
Login
Log History
Compute
Physical Servers
Design for
Failure
Authorisation (ACL)
Permission
Monitoring
Recommendation
(VRM)
Capability
(Credentials)
Trust
Rule
Based
(2 way)
Rule
Based
(1 way) User
Reporting
Identity (me)
Identity (provider)
Control System
Customer Customer
Play 3 - Trust as a
Service
Or this? (actually
very high risk)
145. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
Access System
Authentication
Biometric
2 Factor
User / Pwd
Login
Log History
Compute
Physical Servers
Design for
Failure
Authorisation (ACL)
Permission
Monitoring
Recommendation
(VRM)
Capability
(Credentials)
Trust
Rule
Based
(2 way)
Rule
Based
(1 way) User
Reporting
Identity (me)
Identity (provider)
Control System
Customer Customer
Maps help you work
out a way of attacking
a market,
opportunities and
'what ifs'.
157. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
A & A
E
D
C & C
F
E
D
B
F
User Needs
Business Unit
FR & GB
Take a look at user need.
B is a differential that only FR
does
159. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
E
D
F
E
D F
Differential
LEGEND
Area of
Efficiency
B
A & A
C & C
Business Unit
FR & GB
But also we have three
potential areas of efficiency ...
160. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
E
D
F
E
D F
Differential
LEGEND
Area of
Efficiency
Common /
Shared
B
A & A
C & C
Business Unit
FR & GB
... and two potential shared
services.
161. Business Unit
FR & GB
A & A
B
E & E
D & D
F & F
C & C
The box and wire didn't
tell you anything about
efficiencies, shared services
or what B was.
163. Maps are great for
learning, what
worked, what went
wrong ... this is
something most
organisation truly
suck at.
164. Pattern 1
Efficiency enables Innovation
You can use maps to
learning basic economic
lessons and patterns ...
165. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
Interface
Agility
Efficiency
Competition1) As things evolve through
competition they become ...
2) But they also enable more
complex systems to appear.
168. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
Interface
Future Worth
PastValue
1) But these more
complex systems
are sources of
future worth
2) the old less evolved
approaches ... disappear.
176. “Red Queen”
The need to constantly
evolve in order to stand still
relative to a surrounding
ecosystem
Prof.VanValen
This is known as ...
177. $0
$7,500
$15,000
$22,500
$30,000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Analyst Estimates for AWS Revenue
Million
1.5%
+8 yrs
Take Cloud -Yuk.
Look at AWS end
quarter estimates and
then x4 ... annual
forward run rate.
NB. Ben Black
proposed the idea for
EC2 to Bezos in 2003
By End 2011, forward
run rate = 1.5% of
server market.
178. $0
$7,500
$15,000
$22,500
$30,000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Analyst Estimates for AWS Revenue
Million
6%
+10 yrs
By End 2013, forward
run rate = 6% of server
market.
Guess where
end 2016 might
be?
179. $0
$7,500
$15,000
$22,500
$30,000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Analyst Estimates for AWS Revenue
Million
Punctuated
Equilibrium
+3 yrs
40-50%?
This is known
as a ...
Just continue on the
doubling rate ... slows
down a bit later.
182. Disruption of
Past Norms
Transition to
the New
Agency of the
New
Business Model
Change of business
relationship (loss of
social capital)
Investment in
knowledge capital
Suitability Declining unit value
Loss of existing
financial or physical
capital
cost of acquiring
new skillsets
Lack of second
sourcing options
Data for Past
Success
counteracts
Loss of political
capital
Investment in new
business
relationships
Lack of pricing
competition
Resistance from
rewards and culture
Threat to barriers
to entry
Changes to
governance,
management and
practices
Loss of strategic
control
External financial
markets reinforce
existing models
+Inertia
Lots of different types
of inertia - bit of
research I did back in
2010.
183. Disruption of
Past Norms
Transition to
the New
Agency of the
New
Business Model
Change of business
relationship (loss of
social capital)
Investment in
knowledge capital
Suitability Declining unit value
Loss of existing
financial or physical
capital
cost of acquiring
new skillsets
Lack of second
sourcing options
Data for Past
Success
counteracts
Loss of political
capital
Investment in new
business
relationships
Lack of pricing
competition
Resistance from
rewards and culture
Threat to barriers
to entry
Changes to
governance,
management
and practices
Loss of strategic
control
External financial
markets reinforce
existing models
+Inertia
Lets look at this
one
186. Evolution
Novel Practice
(Scale Up)
When compute was a
product we developed novel
architectural PRACTICES
e.g scale-up for capacity, N
+1 for resilience and
disaster recovery tests for
failure testing
190. Evolution
Novel Practice
(Scale Out)
... this enabled novel practices
to appear ... e.g. scale-out for
capacity, "design for failure" for
resiliences, chaos engines (e.g.
monkeys / gorillas) for failure
testing.
196. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
DSC
Online
Photo
Digital
Analog
As images changed from
analog to digital, Kodak
was first in with Digital
Still Cameras and
Online photos
197. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
Digital
Analog
Fulfilment
Inertia
DSC
Online
Photo
... but it's fulfilment
systems created inertia
to the change
203. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
WarPeace
Punctuated
Equilibrium
... a new entrant (not
encumbered by past)
appears, a punctuated
equilibrium occurs and a
state of war with disruption
of those stuck behind
inertia barriers.
204. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
Interface
Peace War
Wonder
... also you get an
explosion of higher
order systems (new
sources of worth,
value) ... a time of
wonder.
220. 0%
10%
20%
30%
40%
We do not open that we
consider a source of differential
advantage
Next Gen
Traditional
Strongly
Disagree
Disagree Neutral Agree
Strongly
Agree
In some respects the
new organisation are
similar to the past ...
222. Open source
Resilience
Failure Testing
Infrastructure
Learning
"Big" Data
Culture
Structure
Corporate Focus
Type
Strategy/TacticalOrganisationActivity
Departmental
Inertia
Profit
Cost Reduction
N+1
Disaster Recovery
Analysts
Used
Enterprise Class
Service / Cell
Fluid / Gameable
Disruption
Weapon
Design For Failure
Chaos Engines
Ecosystem
Driven By
Commodity
Traditional Next Generation
Capacity
Deployment
Scale Up
Change Control
Scale-out
Continuous
Technique Single Mixed
Practice
This is the
phenotype
224. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
Access System
Authentication
Biometric
2 Factor
User / Pwd
Login
Log History
Compute
Physical Servers
Design for
Failure
Authorisation (ACL)
Permission
Monitoring
Recommendation
(VRM)
Capability
(Credentials)
Trust
Rule
Based
(2 way)
Rule
Based
(1 way) User
Reporting
Identity (provider)
Control System
Customer Customer
To play the game you
need to move a
piece ...
232. The rest of this presentation was
examples of this and how to
exploit the situation. For those
who attended one of the
workshops, a couple of diagrams
for reminders ...
235. Worth noting
Ecosystems if effectively used are
future sensing engines.
Be first to industrialise
but follow innovation
236. Uncharted Industrialized
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
First Mover
Fast Follower
In other words, be first
to create the
industrialised service,
allow others to
innovate on top and
mine consumption data.
241. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
Platform
Compute
Platform Utility
Compute
Utility
Co-evolved
management
tools and
practice
(Devops)
Physical Server
Server OS
Guest OS
New
Applications
(Developers)
2008
This can have a
powerful effect
242. The only people who
can map a business
are people within the
business.
No consultants
Remember ...
244. Marquis De Condorcet,
1785
"each member of a voting group
is more likely than not to
make a correct decision,
the probability that the highest
vote of the group is the correct
decision increases as the
number of members of
the group increases"
Wisdom of the Crowd
246. Uncharted Industrialized
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
Peace War
A2
B1
A1 A5A3 A4
CompetitionWhat?
What!
What!
When?
When!
When!
Some things are,
some things
aren't ...
247. There appears to exist an
uncertainty principle in the
economic cycle whereby
p(what) + p(when) ≈ 1
Not confirmed,
but ...
248. Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
fitness function
fitness function
Cells
Aptitude
(finance + marketing)
Unit (fitness function)
We didn't get to
organisation ...
... maps help with
cell based
structures ...
Aptitude
(finance + engineering)
249. Uncharted Industrialized
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
fitness function
fitness function
Cells
Attitude?
Attitude?
Unit (fitness function)
but there's an
issue of attitude ...
250. Uncharted Industrialized
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
fitness function
fitness function
Cells
Unit (fitness function)
... that allows for
new forms of
organisation
Pioneers
Settlers
Town Planners
Attitude
251. Uncharted Industrialized
Genesis Custom
Built
Product
(+ rental)
Commodity
(+ utility)
Evolution
ValueChainVisibleInvisible
fitness function
fitness function
Cells
Pioneers
Settlers
Town Planners
Unit (fitness function)
Attitude
+ Aptitude
(finance + engineering)
Cell has
+ Attitude
(Town Planning)
+ Fitness Function
... for example ...