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.)
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.)
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.)
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'.
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…
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!)
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
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.)
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.)
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'.
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…
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!)
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
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.
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.
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.)
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.
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...
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.
Unpacking TOGAF's 'Phase B': Business Transformation, Business Architecture a...Tetradian Consulting
The Open Group Architecture Framework (TOGAF) is a structured method for developing enterprise architectures. As standard, its 'Phase B', 'Business Architecture', is an IT-centric way of viewing the business: we need to 'unpack' it to move to a more holistic view of the enterprise in which IT takes a more realistic role.
[Presentation at TOGAF Conference, Paris, April 2007. Describes TOGAF 8.1, but most details apply as much to TOGAF 9. Copyright (c) Tetradian Consulting 2007]
Stepping-stones of enterprise-architecture: Process and practice in the real...Tetradian Consulting
What do we do when we’re doing enterprise architecture? What issues do we tackle, in what sequence, for what business reasons, for what business value? And how do we get results fast? This presentation describes how to adapt the Architectural Development Method (ADM) from The Open Group Architecture Framework (TOGAF) for use in all types of enterprise architecture - for IT and beyond - and at all architecture maturity-levels.
[Presentation at TOGAF Conference, London, April 2009. Applies to TOGAF versions 8.1 and 9. Copyright (c) Tetradian Consulting 2009]
This presentation focuses on evaluating the Degree of Systemicity (and applicability) of the EBMM-TRIADS based on the novel Integrative Propositional Analysis (IPA).
This presentation uses Systems Dynamics to demonstrate that project success can strongly depend on achieving a Critical Mass of properly understood and structured project Requirements that we refer to as Cohesive Requirements.
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.
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.)
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.)
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/
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
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.
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.
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.
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.)
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.
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...
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.
Unpacking TOGAF's 'Phase B': Business Transformation, Business Architecture a...Tetradian Consulting
The Open Group Architecture Framework (TOGAF) is a structured method for developing enterprise architectures. As standard, its 'Phase B', 'Business Architecture', is an IT-centric way of viewing the business: we need to 'unpack' it to move to a more holistic view of the enterprise in which IT takes a more realistic role.
[Presentation at TOGAF Conference, Paris, April 2007. Describes TOGAF 8.1, but most details apply as much to TOGAF 9. Copyright (c) Tetradian Consulting 2007]
Stepping-stones of enterprise-architecture: Process and practice in the real...Tetradian Consulting
What do we do when we’re doing enterprise architecture? What issues do we tackle, in what sequence, for what business reasons, for what business value? And how do we get results fast? This presentation describes how to adapt the Architectural Development Method (ADM) from The Open Group Architecture Framework (TOGAF) for use in all types of enterprise architecture - for IT and beyond - and at all architecture maturity-levels.
[Presentation at TOGAF Conference, London, April 2009. Applies to TOGAF versions 8.1 and 9. Copyright (c) Tetradian Consulting 2009]
This presentation focuses on evaluating the Degree of Systemicity (and applicability) of the EBMM-TRIADS based on the novel Integrative Propositional Analysis (IPA).
This presentation uses Systems Dynamics to demonstrate that project success can strongly depend on achieving a Critical Mass of properly understood and structured project Requirements that we refer to as Cohesive Requirements.
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.
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.)
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.)
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/
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
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.
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/ .)
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.
IASA / ICS Dublin workshop 'Tracking value in the enterprise'Tetradian Consulting
Slidedeck for an intended workshop at the IASA / Irish Computer Society conference, Dublin, June 2017
This slidedeck provides a ten-step process to identify what 'value' means within an organisation, and how to track and balance the flows of value across that organisation and its broader shared-enterprise.)
Slidedeck for IASA / Irish Computer Society IT-architecture conference 'Show me the money!'
(Don't worry too much about the title - the talk is actually about the relation between money and value, and why value, values and trust are actually the core concerns for any enterprise-architecture.)
Slidedeck 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.
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.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
[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
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!
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
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The dung-beetle's tale: systems-thinking, complexity and the real-world
1. the futures of business
The dung-beetle‟s tale
systems-thinking, complexity and the real world
Tom Graves, Tetradian Consulting
Integrated EA Conference, London, March 2014
21. It seems that every attempt
to control the complexity
makes it more complex.
22. It may seem like every attempt
to control the complexity
makes it more complex.
23. Beyond a certain point,
it may seem like every attempt
to control the complexity
makes it more complex.
24. Beyond a not-so-certain point,
it may seem like every attempt
to control the complexity
makes it more complex.
25. Subject to certain provisos,
beyond a not-so-certain point
it may seem like every attempt
to control the complexity
makes it more complex.
26. Subject to certain provisos
and special-cases,
beyond a not-so-certain point
it may seem like every attempt
to control the complexity
makes it more complex.
27. Sometimes,
subject to certain provisos
and special-cases,
beyond a not-so-certain point
it may seem like every attempt
to control the complexity
makes it more complex.
28. Sometimes,
subject to certain provisos
and special-cases,
and in unpredictable ways,
beyond a not-so-certain point
it may seem like every attempt
to control the complexity
makes it more complex.
65. Overall, it‟s another pattern:
• sense
• make-sense
• decide
• act
(rinse-and-repeat, indefinitely,
at every required level)
(yep – another kind of fractal-recursion…)
66. When its Simple doesn‟t work
for some level or context…
our beetle has to stop
and think for a bit.
It‟s kinda Complicated…
(for a beetle, anyway…)
67. On the map…
before
(this axis represents „time available
for sensemaking and decision-making‟
before we must take action)
„Simple’
NOW!
certain
uncertain
68. On the map…
before
we‟d place
„Complicated’
in this region of
our map
(because it‟s distant
in time from the
„NOW!‟ of action)
(this axis represents „time available
for sensemaking and decision-making‟
before we must take action)
NOW!
certain
uncertain
69. On the map…
before
„Complicated’
(this axis represents „time available
for sensemaking and decision-making‟
before we must take action)
(for „Simple’, time-tostop-and-think is a
luxury we don‟t have…)
NOW!
certain
uncertain
70. Our beetle formulates a plan…
(See beetle. See beetle stop and think…)
CC-BY-NC-ND scotproof via Flickr
75. Theory and practice
before
THEORY
What we plan to do, in the expected conditions
What we actually do, in the actual conditions
PRACTICE
NOW!
certain
uncertain
76. Theory and practice
before
“In THEORY,
there‟s no difference
between theory
and practice…
…in PRACTICE,
there is!”
NOW!
certain
uncertain
114. We‟ve noted its vertical-axis…
before
(represents „time available for
sensemaking and decision-making‟
before we must take action)
NOW!
certain
uncertain
115. …let‟s look at its horizontal-axis
before
(represents an arbitrary spectrum
from „absolute-sameness‟ [left-side]
to „absolute-difference‟ [right-side])
NOW!
certain
uncertain
116. A bunch of similar scales…
sameness
uniqueness
high-probability
standardised
low-probability
customised
high-dependability
reusability
low rate of change
unique
low-dependability
bespoke
high rate of change
117. What, no numbers?
before
by intent, there are no numbers
on either axis…
it‟s to map criteria for tactics
– relationships, not „absolutes‟
NOW!
certain
uncertain
118. We don‟t need no steenkin‟
numbers!
(but we do need options for varying tactics…)
CC-BY-NC-SA isaachsieh via Flickr
121. Take control! Impose order!
“Insanity
is doing
the same thing
and expecting
different results”
(Albert Einstein)
ORDER
(IT-type rules do work here)
certain
uncertain
122. Order and unorder
“Insanity
is doing
the same thing
and expecting
different results”
edge of
uncertainty
“Insanity
is doing
the same thing
and expecting
the same results”
(Albert Einstein)
(not Albert Einstein)
ORDER
UNORDER
(IT-type rules do work here)
(IT-type rules don‟t work here)
certain
uncertain
123. Same and different
A quest for certainty:
analysis, algorithms,
identicality, efficiency,
business-rule engines,
executable models,
Six Sigma...
An acceptance of
uncertainty:
experiment, patterns,
probabilities, „designthinking‟, unstructured
process...
SAMENESS
UNIQUENESS
(IT-systems do work
well here)
(IT-systems don‟t work
well here)
certain
uncertain
124. Why skills are needed…
What is always going to be
uncertain or unique?
What will always be „messy’?
(„Messy‟ – politics, management, wickedproblems, „should‟ vs „is‟, etc.)
Wherever these occur,
we‟re going to need human skill…
127. Tame- and wicked-problems
• definable formulation
• static „solution‟
• clear end-point
• solution is true/false
• each essentially same
• finite dependency
• no defined formulation
• dynamic „re-solution‟
• no clear end-point
• solution is good/bad
• essentially unique
• infinite dependency
‘TAME’
‘WICKED’
(„control‟ can work here)
(„control‟ can‟t work here)
certain
uncertain
128. Terms such as
„complexity science‟
may unintentionally mislead:
physical-sciences apply
mostly in the „tame‟-space…
most „complexity-science‟
applies in the „wicked‟-space.
129. Use the right models
for each domain...
don’t mix them up!
134. Where to map complexity?
„Complicated’
„COMPLEX’
some people might place
Complexity in just one domain
„Simple’
„Chaotic’
135. Where to map complexity?
before
„Complicated’
„Ambiguous’
yet in reality,
Complexity is everywhere!
„Simple’
„Not-known’
NOW!
certain
uncertain
136. Many meanings of
‘Complexity’…
(and of „Chaos‟ or „Chaotic‟, too)
– we need to embrace them all
(not make the Simplistic assertion
that only one kind is „the real complexity‟…)
137. Complexity: they‟re both right…
Roger Sessions:
John Seddon:
“eliminate
complexity!”
“embrace
complexity!”
(Simple Iterative
Partitions; Snowman)
(Vanguard Method;
„failure-demand‟)
SAMENESS
UNIQUENESS
(most IT-type models
do work well for this)
(most IT-type models
don‟t work well for this)
certain
uncertain
138. They‟re both right, because
of fractal recursion…
- a point we can illustrate via Mandelbrot…
139. not this kind of Mandel Brot…
CC-BY-NC squeakychu via Flickr
140. this kind of Mandelbrot…
CC-BY-NC-SA Michael-Maclean via Flickr
146. every point expresses the pattern…
every point describes every other point…
CC-BY-NC-SA sharman via Flickr
147. Fractal recursion means that
every point includes its own:
• Simple
• Complicated
• Ambiguous („Complex‟)
• Not-known („Chaotic‟)
148. NOTE:
„self-similar‟ is not the same as
„the same‟…
„high-probability‟ does not mean
„will always happen‟…
„low-probability‟ does not mean
„will never happen‟…
149. Use the right tactics
for each domain...
don’t mix them up!
150. But the beetle says…
“it‟s too easy to hide in theory here…”
CC-BY-NC-ND scotproof via Flickr
151. At some point
we need to stop theorising
(or hypothesising – to be pedantic)
and get back in touch with
the real-world, in real-time…
- down into the „Not-known‟…
153. Back to the real-world again…
before
„Complicated’
(exploration, improvisation and
invention all happen here)
„Simple’
„Ambiguous’
edge of
innovation
„Not-known’
NOW!
certain
uncertain
154. Here, even a dung-beetle…
CC-BY-NC-ND kishlc via Flickr
155. can learn how to fly!
CC-BY-NC-ND kishlc via Flickr
165. Where do new
ideas come from?
“Accept the burden
of uncertainty…
be comfortable
with being
uncomfortable.”
CC-BY-NC-SA grrrl via Flickr
166. Where do new
ideas come from?
“I can tell you things
all day long, but you
have to put your ass
in the seat to really
learn.”
CC-BY-NC USArmyEurope via Flickr
167. We also come at this
from the other direction
- over from the Simple,
in real-time action,
across the edge of panic…
168. Across the edge of panic
before
„Simple’
(ENACT)
edge of
panic
„Not-known’
(EXPLORE)
NOW!
certain
uncertain
176. The other learning-loop…
before
(we need real-time
feedback loops
between certainty and
uncertainty)
fears
„Simple’
(ACTION)
edge of
panic
„Not-known’
(EXPLORE)
options
NOW!
certain
uncertain
182. Making sense of complexity
Use context-maps such as SCAN
to identify
what may or must change
what is or is not certain
how these vary over time
and what to do with each
183. Linking it all together
before
questions
„Complicated’
edge of
uncertainty
(ANALYSE)
„Ambiguous’
(EXPERIMENT)
answers
rules
edge of
action
„Simple’
(ENACT)
realitie
s
principles
edge of
innovation
news
fears
edge of
panic
„Not-known’
(EXPLORE)
options
NOW!
certain
uncertain
184. Common themes in each domain
before
order
unorder
COMPLICATED
AMBIGUOUS
(analyse)
(experiment)
reciprocation
resonance
(algorithms)
recursion
reflexion
(patterns, guidelines)
SIMPLE
plan
actual
NOT-KNOWN
(enact)
(explore)
regulation
rotation
(rules)
reframe
rich-randomness
(principles)
NOW!
certain
uncertain
185. Remember that it‟s recursive
before
C
C
C
NOW!
S
certain
A
S
N
S
A
A
N
N
uncertain
186. A surgical example…
before
patient identity
patient
condition
theatre
booking
equipment
plan
verify identity
surgery plan
surgical-staff
availability
consumables
action-records
family
behaviour
pre-op
complications
change of
emergency
theatre-availability
action
NOW!
certain
uncertain
187. A surgical example…
before
patient identity
theatre
booking
equipment
plan
we need to be certain
about all of these
verify identity
consumables
action-records
NOW!
certain
uncertain
188. A surgical example…
before
patient
condition
we expect
(and plan for)
uncertainty
about these
surgery plan
surgical-staff
availability
change of
theatre-availability
NOW!
certain
uncertain
189. A surgical example…
before
we don‟t expect
these to happen,
but we need
contingency-plans
and guiding-principles
for all of them
family
behaviour
pre-op
complications
emergency
action
NOW!
certain
uncertain
190. But to let our brave dung-beetle
have the last words…
always remember…
CC-BY-NC-ND wisse via Flickr
191. in ancient Egypt…
the scarab rolled the sun along its course…
CC-BY isawnyu via Flickr
192. a helpmate and advisor to the gods…
CC-BY-NC-SA theheartindifferentkeys via Flickr
193. and even in the present-day…
CC-BY-SA swanksalot via Flickr
197. 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 enterprisearchitecture (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)