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…
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.
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!
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.
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'.
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.
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!)
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…
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.
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!
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.
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'.
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.
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!)
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.)
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.)
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.
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.)
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.
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
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.)
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.)
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/
Games Focus 2009, Hannover, I talk about the reason for professionalism in the games industry, and I show that Scrum might be the answer for studios to deal with the problems that occur when the need is to grow.
This answers one of the key unacknowledged questions in enterprise-architecture: what exactly is 'the enterprise'? We can only develop a viable enterprise-architecture when we know the scope of 'the enterprise': most current EA models and frameworks place limits on scope that are far too narrow and organization-centric.
Enterprise-architecture is often portrayed as being primarily about IT. This presentation shows that the IT-architecture is just one part of a much broader scope that EA must address if it is to be relevant to business.
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.)
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.)
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.
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.)
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.
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
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.)
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.)
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/
Games Focus 2009, Hannover, I talk about the reason for professionalism in the games industry, and I show that Scrum might be the answer for studios to deal with the problems that occur when the need is to grow.
This answers one of the key unacknowledged questions in enterprise-architecture: what exactly is 'the enterprise'? We can only develop a viable enterprise-architecture when we know the scope of 'the enterprise': most current EA models and frameworks place limits on scope that are far too narrow and organization-centric.
Enterprise-architecture is often portrayed as being primarily about IT. This presentation shows that the IT-architecture is just one part of a much broader scope that EA must address if it is to be relevant to business.
SCORE (Strengths, Challenges, Opportunities, Responses, Effectiveness) is a more versatile alternative to the commonly-used SWOT strategy-assessment framework
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.)
Respect as an architectural issue: a case-study in business survivalTetradian Consulting
The client: a large bank in Latin America. The business problem: loss of respect of the company in the market and the broader community, plummeting from highest to lowest in the region in a matter of months, with impacts throughout all aspects of the business. This real-life case study explores, step-by-step, the actual practices and underlying architecture principles that were used to tackle a major strategic issue with enterprise-wide scope, and set the groundwork for subsequent process development.
A description of the term "self-organization" and how it relates to management (which includes governance and leadership).
http://www.noop.nl
http://www.jurgenappelo.com
Many of today's large organisations are complex (sometimes even hostile) environments where status-quo, fire-fighting and conformity crush most chances for innovation and growth.
Like Mars, they are turning into desolate, lifeless places with seemingly little to offer humans.
But it doesn't have to end this way.
In this session, Claudio will illustrate stories, strategies, katas, workflows and tools to bring "learning streams" to the surface, dramatically accelerate the rate of change and form the conditions for teams and individuals to flourish and bring the best of their work to the world.
Evolve or Die: A3 Thinking and Popcorn Flow in Action (#LKCE14)Claudio Perrone
Slides I presented this week for the Lean Kanban Central Europe 2014 #lkce14 conference in Hamburg (and subsequently at Build Stuff in Vilnius) about Lean Management with A3 Thinking and Popcorn Flow. It consolidates some of my latest thoughts on the matter.
You may also be interested in the article that InfoQ published shortly after: http://www.infoq.com/news/2014/11/lean-thinking-change
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.)
Every decision we make is one made on behalf of your user. How do we know the decisions we make are the right ones? It is time we initiate a conversation: About where we are and where we want to go, about how we define and measure goodness and rightness in the digital realm, about responsibility, about decisions and consequences, about building something bigger than our own apps. It is time we talk about the ethics of web design. This talk introduces a method for ethical decision making in web design and tech. Rather than a wet moralistic blanket covering the fires of creativity, ethics can be the hearth that makes our creative fires burn brighter without burning down the house.
Presented at WordCamp Europe 2018: https://2018.europe.wordcamp.org/session/the-ethics-of-web-design/
Every organisation pretends to be unique, but they mostly follow similar mechanics. Discover how your organisation too falls into common pitfalls and antipatterns and how you can leverage the situation to improve it.
Organize for Complexity, part I+II - Special Edition PaperNiels Pflaeging
The future of the Organization.
Special Edition of the BetaCodex Network´s white papers on Organizing for Complexity - two papers in one! Illustrations by Pia Steinmann
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.
Slides from a keynote talk at UX India 2014.
People have been creating together for thousands of years. Some of those people have written about their experience, and so we have the possibility of building on their wisdom. In this talk, Marc Rettig describes the age-old story of people who seek to have a creative voice through their work, and to connect their personal excitement and possibilities to the needs of the world. As this story repeats itself for many in the world of “user experience,” another familiar dynamic comes to light: the challenge of working in settings that express desire for creativity, but reward compliance. And therein lies a defining question of our time and our careers: where does profound creativity come from?
ETHICS01 - Introduction to Computer EthicsMichael Heron
An overview of issues related to ethics and the psychology of immorality. Intended for computing students as part of a professional and ethical issues module.
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.)
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.
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.
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.
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How to think like an anarchist (as an enterprise-architect)
1. the futures of business
How to think like an anarchist
(and why you would want to do so,
as an enterprise-architect)
Tom Graves, Tetradian Consulting
Integrated EA Conference, London, March 2013
24. #1: There are no rules…
…there are only guidelines.
#2: There are no rights…
…there are only responsibilities.
#3: Money doesn’t matter…
…but values do.
#4: Adaptability is everything…
…but don’t forget the values.
29. There are rules, of course
- lots and lots of them, everywhere -
but we make them up.
They’re not absolute.
We can change them if we need to.
(The keyword there is ‘need to’…)
31. Rules are prepackaged decisions,
known to work well in a known context.
But if it’s not the same context?
Not so certain…
That’s when we need
a more flexible form of guidelines,
and the discipline to work well with them.
32. We can use rules
as if they’re true,
as long as we remember
that ‘as-if true’
is not the same as ‘is true’.
We need to keep track always
of the ‘as-if-ness’ of our rules.
34. Take control! Impose order!
“Insanity
is doing
the same thing
and expecting
different results”
(Albert Einstein)
ORDER
(rules do work here)
35. Order and unorder
“Insanity “Insanity
is doing is doing
the same thing the same thing
and expecting and expecting
different results” the same results”
(Albert Einstein) (not Albert Einstein)
ORDER UNORDER
(rules do work here) (rules don’t work here
- use guidelines)
36. Theory and practice
THEORY
What we plan to do, in the expected conditions
What we actually do, in the actual conditions
PRACTICE
39. Move around as appropriate
within the decision-space.
Remember:
keep track of ‘as-if-ness’ of rules
- ‘as if’ is not the same as ‘is’.
40. Four principles for business-anarchists:
#1: There are no rules…
…there are only guidelines.
#2: There are no rights…
…there are only responsibilities.
#3: Money doesn’t matter…
…but values do.
#4: Adaptability is everything…
…but don’t forget the values.
44. Rights are imaginary
- a ‘desired outcome’.
What makes them real are
interlocking mutual-responsibilities.
Without those responsibilities
- the mutualities, the interlocks –
there are no rights.
46. Rights go wrong
whenever someone thinks
that the presence of ‘rights’
means the absence of
their own responsibilities.
47. P O L IT IC S
N O P O L IT IC S !
All of this applies right down to systems level
– how systems relate with other systems.
48. A question of power:
-is it the ability to do work?
-or the ability to avoid work?
(if it’s the latter, we’re in trouble…)
49. Power and control
‘best practice’
0
0 – centralised command-and-control
(Not really best-practice – more a ‘workable middle-of-the-road
best-we-can-do-under-the-circumstances’ kind of result…)
50. Power and not-responsibility
‘best practice’
0
0 – centralised command-and-control
power-under
--
– offload responsibility onto other
power-over
--
-- – prop self up by putting other down
52. Power and responsibility
wholeness-responsibility
++
++ – commitment to whole-as-whole
empowerment
+
+ – local context-specific adaptation
‘best practice’
0
0 – centralised command-and-control
power-under
--
– offload responsibility onto other
power-over
--
-- – prop self up by putting other down
53. Power and responsibility
(useful-anarchy)
(useful-anarchy)
let go of command – ++
++
let go of control – +
+
command and control 0
0 (rein-in the dysfunctions)
passive dysfunction – --
active dysfunction – --
--
(kiddies-anarchy)
(kiddies-anarchy)
55. Four principles for business-anarchists:
#1: There are no rules…
…there are only guidelines.
#2: There are no rights…
…there are only responsibilities.
#3: Money doesn’t matter…
…but values do.
#4: Adaptability is everything…
…but don’t forget the values.
61. Why anything happens
A tension exists between what is, and what we want.
The vision describes the desired-ends for action;
values guide action, describing how success would feel.
62. (Note: ‘saving money’ is
not a meaningful vision in this sense.
It’s a measurement, not a vision
– at best, a desirable side-effect.
Don’t get misled by that mistake!)
63. The nature of service
A service represents a means toward an end –
ultimately, the desired-ends of the enterprise-vision.
64. Assertion:
Everything in the enterprise
is or represents a service.
(If so, we can describe everything
in the same consistent way.)
65. Relations between services
Services exchange value with each other, to help each
service reach toward their respective vision and outcome.
66. Values and value
Each service sits at an intersection of values (vertical)
and exchanges of value (horizontal)
67. In more detail
supplier- value-add customer-
facing (self) facing
Interactions during the main-transactions are preceded by
set-up interactions (before), and typically followed by
other wrap-up interactions such as payment (after).
We can describe ‘child-services’ to support each of these.
69. Keeping on track
Use the Viable System Model (direction, coordination,
validation) to describe service-relationships to keep this
service on track to purpose and in sync with the whole.
70. Investor and beneficiary
These flows (of which only some types are monetary)
are separate and distinct from the main value-flows.
72. Services serve.
(That’s why they’re called ‘services’…)
What they serve is the values,
via exchange of value.
(And if we get that right,
they can sometimes make money, too.)
73. Why and how
why
why
how // with-what
how with-what
Vision and values outline the ‘why’; the service itself the
‘how’ and ‘with-what’. (Money is a minor part of the ‘what’.)
74. If we focus on money,
we lose track of value.
If we focus on the ‘how’ of value,
we lose track of the ‘why’ of values.
Always start from the values.
(Not the money.)
75. Four principles for business-anarchists:
#1: There are no rules…
…there are only guidelines.
#2: There are no rights…
…there are only responsibilities.
#3: Money doesn’t matter…
…but values do.
#4: Adaptability is everything…
…but don’t forget the values.
76. When there’s chaos all around you,
adaptability is everything…
…but don’t forget the values!
CC-BY DVIDSHUB via Flickr
77. Values guide how to mobilise your resources…
CC-BY DVIDSHUB via Flickr
87. A spectrum of services
also implies
a spectrum of governance:
governance of governance itself.
88. A useful keyword: ‘free’
“free for”
(based on values)
trends toward
useful-anarchy
“free from”
(negation as ‘value’)
trends toward
command-and-
control “free to”
(or “free to-not”)
trends toward
kiddies’-anarchy
89. Choices:
everything we place in the backbone
is a constraint on agility;
anything we omit from the backbone
may not be dependable.
It’s not an easy trade-off…
90. Whether ‘backbone’ or ‘edge’,
every service needs to maintain
its connection with the values.
91. Four principles for business-anarchists:
#1: There are no rules…
…there are only guidelines.
#2: There are no rights…
…there are only responsibilities.
#3: Money doesn’t matter…
…but values do.
#4: Adaptability is everything…
…but don’t forget the values.
92. Real anarchy is about
the adaptability we need
for working with change,
accepting uncertainty
as a fact of the work.
93. No matter how great the challenge…
CC-BY textexin via Flickr
94. that core of useful-anarchy is the same…
- guidelines, not rigid ‘rules’
- shared responsibilities, as ‘response-abilities’
- values to the fore
- adaptability in all…
CC-BY DVIDSHUB via Flickr
98. adapt with whatever can help to do the job.
CC-BY-ND rnw via Flickr
…adaptability is everything.
99. Four principles for business-anarchists:
#1: There are no rules…
…there are only guidelines.
#2: There are no rights…
…there are only responsibilities.
#3: Money doesn’t matter…
…but values do.
#4: Adaptability is everything…
…but don’t forget the values.
100. Further information:
Contact: Tom Graves
Company: Tetradian Consulting
Email: tom@tetradian.com
Twitter: @tetradian ( http://twitter.com/tetradian )
Weblog: http://weblog.tetradian.com
Slidedecks: http://www.slideshare.net/tetradian
Publications: http://tetradianbooks.com
Books: • The enterprise as story: the role of narrative in enterprise-
architecture (2012)
• Mapping the enterprise: modelling the enterprise as services
with the Enterprise Canvas (2010)
• Everyday enterprise-architecture: sensemaking, strategy,
structures and solutions (2010)
• Doing enterprise-architecture: process and practice in the real
enterprise (2009)