Tag Archives: business transformation

What the C-Suite Needs to Prepare for in the Era of BYO Technology

By Allen Brown, President and CEO, The Open Group

IT today is increasingly being driven by end-users. This phenomenon, known as the “consumerization of IT,” is a result of how pervasive technology has become in daily life. Years ago, IT was the primarily the realm of technologists and engineers. Most people, whether in business settings or at home, did not have the technical know-how to source their own applications, write code for a web page or even set up their own workstation.

Today’s technologies are more user-friendly than ever and they’ve become ubiquitous. The introduction of smartphones and tablets has ushered in the era of “BYO” with consumers now bringing the technologies they like and are most comfortable working with into the workplace, all with the expectation that IT will support them. The days where IT decided what technologies would be used within an organization are no more.

At the same time, IT has lost another level of influence due to Cloud computing and Big Data. Again, the “consumers” of IT within the enterprise—line of business managers, developers, marketers, etc.—are driving these changes. Just as users want the agility offered by the devices they know and love, they also want to be able to buy and use the technologies they need to do their job and do it on the fly rather than wait for an IT department to go through a months’ (or years’) long process of requisitions and approvals. And it’s not just developers or IT staff that are sourcing their own applications—marketers are buying applications with their credit cards, and desktop users are sharing documents and spreadsheets via web-based office solutions.

When you can easily buy the processing capacity you need when you need it with your credit card or use applications online for free, why wait for approval?

The convergence of this next era of computing – we call it Open Platform 3.0™ – is creating a Balkanization of the traditional IT department. IT is no longer the control center for technology resources. As we’ve been witnessing over the past few years and as industry pundits have been prognosticating, IT is changing to become more of a service-based command central than a control center from which IT decisions are made.

These changes are happening within enterprises everywhere. The tides of change being brought about by Open Platform 3.0 cannot be held back. As I mentioned in my recent blog on Future Shock and the need for agile organizations, adaptation will be key for companies’ survival as constant change and immediacy become the “new normal” for how they operate.

These changes will, in fact, be positive for most organizations. As technologies converge and users drive the breakdown of traditional departmental silos and stovepipes, organizations will become more interoperable. More than ever, new computing models are driving the industry toward The Open Group’s vision of Boundaryless Information Flow™ within organizations. But the changes resulting from consumer-led IT are not just the problem of the IT department. They are on track to usher in a whole host of organizational changes that all executives must not only be aware of, but must also prepare and plan for.

One of the core of issues around consumerized IT that must be considered is the control of resources. Resource planning in terms of enabling business processes through technology must now be the concern of every person within the C-Suite from the CEO to the CIO and even the CMO.

Take, for example, the financial controls that must be considered in a BYO world. This issue, in particular, hits two very distinct centers of operations most closely—the offices of both the CIO and the CFO.

In the traditional IT paradigm, technology has been a cost center for most businesses with CFOs usually having the final say in what technologies can be bought and used based on budget. There have been very specific controls placed on purchases, each leaving an audit trail that the finance department could easily track and handle. With the Open Platform 3.0 paradigm, those controls go straight out the window. When someone in marketing buys and uses an application on their own without the CIO approving its use or the CFO having an paper trail for the purchase, accounting and financial or technology auditing can become a potential corporate nightmare.

Alternatively, when users share information over the Web using online documents, the CIO, CTO or CSO may have no idea what information is going in and out of the organization or how secure it is. But sharing information through web-based documents—or a CRM system—might be the best way for the CMO to work with vendors or customers or keep track of them. The CMO may also need to begin tracking IT purchases within their own department.

The audit trail that must be considered in this new computing era can extend in many directions. IT may need an accounting of technical and personal assets. Legal may need information for e-Discovery purposes—how does one account for information stored on tablets or smartphones brought from home or work-related emails from sent from personal accounts? The CSO may require risk assessments to be performed on all devices or may need to determine how far an organization’s “perimeter” extends for security purposes. The trail is potentially as large as the organization itself and its entire extended network of employees, vendors, customers, etc.

What can organizations do to help mitigate the potential chaos of a consumer-led IT revolution?

Adapt. Be flexible and nimble. Plan ahead. Strategize. Start talking about what these changes will mean for your organization—and do it sooner rather than later. Work together. Help create standards that can help organizations maintain flexible but open parameters (and perimeters) for sourcing and sharing resources.

Executive teams, in particular, will need to know more about the functions of other departments than ever before. IT departments—including CTOs and EAs—will need to know more about other business functions—such as finance—if they are to become IT service centers. CFOs will need to know more about technology, security, marketing and strategic planning. CMOs and CIOs will need to understand regulatory guidelines not only around securing information but around risk and data privacy.

Putting enterprise and business architectures and industry standards in place can go a long way toward helping to create structures that maintain a healthy balance between providing the flexibility needed for Open Platform 3.0 and BYO while allowing enough organizational control to prevent chaos. With open architectures and standards, organizations will better be able to decide where controls are needed and when and how information should be shared among departments. Interoperability and Boundaryless Information Flow—where and when they’re needed—will be key components of these architectures.

The convergence being brought about Open Platform 3.0 is not just about technology. It’s about the convergence of many things—IT, people, operations, processes, information. It will require significant cultural changes for most organizations and within different departments and organizational functions that are not used to sharing, processing and analyzing information beyond the silos that have been built up around them.

In this new computing model, Enterprise Architectures, interoperability and standards can and must play a central role in guiding the C-Suite through this time of rapid change so that users have the tools they need to be able to innovate, executives have the information they need to steer the proverbial ship and organizations don’t get left behind.

brown-smallAllen Brown is the President and CEO of The Open GroupFor more than ten years, he has been responsible for driving the organization’s strategic plan and day-to-day operations; he was also instrumental in the creation of the Association of Enterprise Architects (AEA). Allen is based in the U.K.

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Filed under Business Architecture, Cloud/SOA, Enterprise Architecture, Enterprise Transformation, Standards, Uncategorized

How to Build a Smarter City – Join The Open Group Tweet Jam on February 26

By Loren K. Baynes, Director, Global Marketing Communications, The Open Group

On Wednesday, February 26, The Open Group will host a Tweet Jam examining smart cities and how Real-time and Embedded Systems can seamlessly integrate inputs from various agencies and locations. That collective data allows local governments to better adapt to change by implementing an analytics-based approach to measure:

  • Economic activity
  • Mobility patterns
  • Resource consumption
  • Waste management and sustainability measures
  • Inclement weather
  • And much more!

These metrics allow smart cities to do much more than just coordinate responses to traffic jams, they are forecasting and coordinating safety measures in advance of physical disasters and inclement weather; calculating where offices and shops can be laid out most efficiently; and how all the parts of urban life should be fitted together including energy, sustainability and infrastructural repairs and planning and development.

Smart cities are already very much a reality in the Middle East and in Korea and those have become a model for developers in China, and for redevelopment in Europe. Market research firm, IDC Government Insights projects that 2014 is the year cities around the world start getting smart. It predicts a $265 billion spend by cities worldwide this year alone to implement new technology and integrate agency data. Part of the reason for that spend is likely spurred by the fact that more than half the world’s population currently lives in urban areas. With urbanization rates rapidly increasing, Brookings Institution estimates that number could swell up to 75 percent of the global populace by 2050.

While the awe-inspiring smart city of Rio de Janeiro is proving to be an interesting smart city model for cities across the world, are smart cities always the best option for informing city decisions?  Could the beauty of a self-regulating open grid allow people to decide how best to use spaces in the city?

Please join us on Wednesday, February 26 at 9:00 am PT/12:00 pm ET/5:00 pm GMT for a tweet jam, that will discuss the issues around smart cities.  We welcome The Open Group members and interested participants from all backgrounds to join the discussion and interact with our panel of thought-leaders including  David Lounsbury, CTO and Chris Harding, Director of Interoperability from The Open Group. To access the discussion, please follow the #ogchat hashtag during the allotted discussion time.

What Is a Tweet Jam?

A tweet jam is a one-hour “discussion” hosted on Twitter. The purpose of the tweet jam is to share knowledge and answer questions on relevant and thought-provoking issues. Each tweet jam is led by a moderator and a dedicated group of experts to keep the discussion flowing. The public (or anyone using Twitter interested in the topic) is encouraged to join the discussion.

Participation Guidance

Whether you’re a newbie or veteran Twitter user, here are a few tips to keep in mind:

Have your first #ogchat tweet be a self-introduction: name, affiliation, occupation.

Start all other tweets with the question number you’re responding to and add the #ogchat hashtag.

Sample: “A1: There are already a number of cities implementing tech to get smarter. #ogchat”

Please refrain from product or service promotions. The goal of a tweet jam is to encourage an exchange of knowledge and stimulate discussion.

While this is a professional get-together, we don’t have to be stiff! Informality will not be an issue.

A tweet jam is akin to a public forum, panel discussion or Town Hall meeting – let’s be focused and thoughtful.

If you have any questions prior to the event or would like to join as a participant, please contact Rob Checkal (@robcheckal or rob.checkal@hotwirepr.com). We anticipate a lively chat and hope you will be able to join!

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Filed under real-time and embedded systems, Tweet Jam

The Open Group London – Day Two Highlights

By Loren K. Baynes, Director, Global Marketing Communications

We eagerly jumped into the second day of our Business Transformation conference in London on Tuesday October 22nd!  The setting is the magnificent Central Hall Westminster.

Steve Nunn, COO of The Open Group and CEO of Association of Enterprise Architects (AEA), started off the morning introducing our plenary based on Healthcare Transformation.  Steve noted that the numbers in healthcare spend are huge and bringing Enterprise Architecture (EA) to healthcare will help with efficiencies.

The well-renowned Dr. Peter Sudbury, Healthcare Specialist with HP Enterprise Services, discussed the healthcare crisis (dollars, demand, demographics), the new healthcare paradigm, barriers to change and innovation. Dr. Sudbury also commented on the real drivers of healthcare costs: healthcare inflation is higher intrinsically; innovation increases cost; productivity improvements lag other industries.

IMG_sudburyDr. Peter Sudbury

Dr. Sudbury, Larry Schmidt (Chief Technologist, HP) and Roar Engen (Head of Enterprise Architecture, Helse Sør-Øst RHF, Norway) participated in the Healthcare Transformation Panel, moderated by Steve Nunn.  The group discussed opportunities for improvement by applying EA in healthcare.  They mentioned that physicians, hospitals, drug manufacturers, nutritionists, etc. should all be working together and using Boundaryless Information Flow™ to ensure data is smoothly shared across all entities.  It was also stated that TOGAF® is beneficial for efficiencies.

Following the panel, Dr. Mario Tokoro (Founder & Executive Advisor of Sony Computer Science Laboratories, Inc. Japanese Science & Technology Agency, DEOS Project Leader) reviewed the Dependability through Assuredness™ standard, a standard of The Open Group.

The conference also offered many sessions in Finance/Commerce, Government and Tutorials/Workshops.

Margaret Ford, Consult Hyperion, UK and Henk Jonkers of BIZZdesign, Netherlands discussed “From Enterprise Architecture to Cyber Security Risk Assessment”.  The key takeaways were: complex cyber security risks require systematic, model-based risk assessment; attack navigators can provide this by linking ArchiMate® to the Risk Taxonomy.

“Applying Service-Oriented Architecture within a Business Technology Environment in the Finance Sector” was presented by Gerard Peters, Managing Consultant, Capgemini, The Netherlands. This case study is part of a white paper on Service-Oriented Architecture for Business Technology (SOA4BT).

You can view all of the plenary and many of the track presentations at livestream.com.  And for those who attended, full conference proceedings will be available.

The night culminated with a spectacular experience on the London Eye, the largest Ferris wheel in Europe located on the River Thames.

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Filed under ArchiMate®, Cloud/SOA, Enterprise Architecture, Enterprise Transformation, Healthcare, Professional Development, Service Oriented Architecture, TOGAF®

The Open Group London 2013 – Day One Highlights

By Loren K. Baynes, Director, Global Marketing Communications

On Monday October 21st, The Open Group kicked off the first day of our Business Transformation conference in London!  Over 275 guests attended many engaging presentations by subject matter experts in finance, healthcare and government.  Attendees from around the globe represented 28 countries including those from as far away as Columbia, Philippines, Australia, Japan and South Africa.

Allen Brown, President and CEO of The Open Group, welcomed the prestigious group.  Allen announced that The Open Group has 67 new member organizations so far this year!

The plenary launched with “Just Exactly What is Going On in Business and Technology?” by Andy Mulholland, Former Global CTO of Capgemini, who was named one of the top 25 influential CTOs by InfoWorld.  Andy’s key topics regarding digital disruption included real drivers of change, some big and fundamental implications, business model innovation, TOGAF® and the Open Platform 3.0™ initiative.

Next up was Judith Jones, CEO, Architecting the Enterprise Ltd., with a presentation entitled “One World EA Framework for Governments – The Way Forward”.  Judith shared findings from the World Economic Forum, posing the question “what keeps 1000 global leaders awake at night”? Many stats were presented with over 50 global risks – economical, societal, environmental, geopolitical and technological.

Jim Hietala, VP, Security of The Open Group announced the launch of the Open FAIR Certification for People Program.  The new program brings a much-needed certification to the market which focuses on risk analysis. Key partners include CXOWARE, Architecting the Enterprise, SNA Technologies and The Unit bv.

Richard Shreeve, Consultancy Director, IPL and Angela Parratt, Head of Transformation and joint CIO, Bath and North East Somerset Council presented “Using EA to Inform Business Transformation”.  Their case study addressed the challenges of modeling complexity in diverse organizations and the EA-led approach to driving out cost and complexity while maintaining the quality of service delivery.

Allen Brown announced that the Jericho Forum® leaders together with The Open Group management have concluded that the Jericho Forum has achieved its original mission – to establish “de-perimeterization” that touches all areas of modern business.  In declaring this mission achieved, we are now in the happy position to celebrate a decade of success and move to ensuring that the legacy of the Jericho Forum is both maintained within The Open Group and continues to be built upon.  (See photo below.)

Following the plenary, the sessions were divided into tracks – Finance/Commerce, Healthcare and Tutorials/Workshops.

During the Healthcare track, one of the presenters, Larry Schmidt, Chief Technologist with HP, discussed “Challenges and Opportunities for Big Data in Healthcare”. Larry elaborated on the 4 Vs of Big Data – value, velocity, variety and voracity.

Among the many presenters in the Finance/Commerce track, Omkhar Arasaratnam, Chief Security Architect, TD Bank Group, Canada, featured “Enterprise Architecture – We Do That?: How (not) to do Enterprise Architecture at a Bank”.  Omkhar provided insight as to how he took traditional, top down, center-based architectural methodologies and applied it to a highly federated environment.

Tutorials/workshops consisted of EA Practice and Architecture Methods and Techniques.

You can view all of the plenary and many of the track presentations at livestream.com.  For those who attended, please stay tuned for the full conference proceedings.

The evening concluded with a networking reception at the beautiful and historic and Central Hall Westminster.  What an interesting, insightful, collaborative day it was!

IMG_1311

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Filed under Business Architecture, Certifications, Cloud, Cloud/SOA, Conference, Cybersecurity, Information security, Open Platform 3.0, Professional Development, RISK Management, Security Architecture, Standards, TOGAF®

The Open Group Philadelphia – Day Three Highlights

By Loren K. Baynes, Director, Global Marketing Communications at The Open Group.

We are winding down Day 3 and gearing up for the next two days of training and workshops.  Today’s subject areas included TOGAF®, ArchiMate®, Risk Management, Innovation Management, Open Platform 3.0™ and Future Trends.

The objective of the Future Trends session was to discuss “emerging business and technical trends that will shape enterprise IT”, according to Dave Lounsbury, Chief Technical Officer of The Open Group.

This track also featured a presentation by Dr. William Lafontaine, VP High Performance Computing, Analytics & Cognitive Markets, IBM Research, who gave an overview of the “Global Technology Outlook 2013”.  He stated the Mega Trends are:  Growing Scale/Lower Barrier of Entry; Increasing Complexity/Yet More Consumable; Fast Pace; Contextual Overload.  Mike Walker, Strategies & Enterprise Architecture Advisor for HP, noted the key disrupters that will affect our future are the business of IT, technology itself, expectation of consumers and globalization.

The session concluded with an in-depth Q&A with Bill, Dave, Mike (as shown below) and Allen Brown, CEO of The Open Group.Philly Day 3

Other sessions included presentations by TJ Virdi (Senior Enterprise Architect, Boeing) on Innovation Management, Jack Jones (President, CXOWARE, Inc.) on Risk Management and Stephen Bennett (Executive Principal, Oracle) on Big Data.

A special thanks goes to our many sponsors during this dynamic conference: Windstream, Architecting the Enterprise, Metaplexity, BIZZdesign, Corso, Avolution, CXOWARE, Penn State – Online Program in Enterprise Architecture, and Association of Enterprise Architects.

Stay tuned for post-conference proceedings to be posted soon!  See you at our conference in London, October 21-24.

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Filed under ArchiMate®, Conference, Cybersecurity, Data management, Enterprise Architecture, Enterprise Transformation, Open Platform 3.0, RISK Management, Security Architecture, Standards, TOGAF®

The Open Group Philadelphia – Day Two Highlights

By Loren K. Baynes, Director, Global Marketing Communications at The Open Group.

philly 2.jpgDay 2 at The Open Group conference in the City of Brotherly Love, as Philadelphia is also known, was another busy and remarkable day.

The plenary started with a fascinating presentation, “Managing the Health of the Nation” by David Nash, MD, MBA, Dean of Jefferson School of Population Health.  Healthcare is the number one industry in the city of Philadelphia, with the highest number of patients in beds in the top 10 US cities. The key theme of his thought-provoking speech was “boundaryless information sharing” (sound familiar?), which will enable a healthcare system that is “safe, effective, patient-centered, timely, equitable, efficient”.

Following Dr. Nash’s presentation was the Healthcare Transformation Panel moderated by Allen Brown, CEO of The Open Group.  Participants were:  Gina Uppal (Fulbright-Killam Fellow, American University Program), Mike Lambert (Open Group Fellow, Architecting the Enterprise), Rosemary Kennedy (Associate Professor, Thomas Jefferson University), Blaine Warkentine, MD, MPH and Fran Charney (Pennsylvania Patient Safety Authority). The group brought different sets of experiences within the healthcare system and provided reaction to Dr. Nash’s speech.  All agree on the need for fundamental change and that technology will be key.

The conference featured a spotlight on The Open Group’s newest forum, Open Platform 3.0™ by Dr. Chris Harding, Director of Interoperability.  Open Platform 3.0 was formed to advance The Open Group vision of Boundaryless Information Flow™ to help enterprises in the use of Cloud, Social, Mobile Computing and Big Data.  For more info; http://www.opengroup.org/getinvolved/forums/platform3.0

The Open Group flourishes because of people interaction and collaboration.  The accolades continued with several members being recognized for their outstanding contributions to The Open Group Trusted Technology Forum (OTTF) and the Service-Oriented Architecture (SOA) and Cloud Computing Work Groups.  To learn more about our Forums and Work Groups and how to get involved, please visit http://www.opengroup.org/getinvolved

Presentations and workshops were also held in the Healthcare, Finance and Government vertical industries. Presenters included Larry Schmidt (Chief Technologist, HP), Rajamanicka Ponmudi (IT Architect, IBM) and Robert Weisman (CEO, Build the Vision, Inc.).

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Filed under ArchiMate®, Business Architecture, Cloud/SOA, Conference, Cybersecurity, Data management, Enterprise Architecture, Enterprise Transformation, Healthcare, O-TTF, Open Platform 3.0, Security Architecture, Standards, TOGAF®

The Open Group Philadelphia – Day One Highlights

By Loren K.  Baynes, Director, Global Marketing Communications at The Open Group.

PhillyOn Monday, July 15th, we kicked off our conference in Philadelphia. As Allen Brown, CEO of The Open Group, commented in his opening remarks, Philadelphia is the birthplace of American democracy.  This is the first time The Open Group has hosted a conference in this historical city.

Today’s plenary sessions featured keynote speakers covering topics ranging from an announcement of a new Open Group standard, appointment of a new Fellow, Enterprise Architecture and Transformation, Big Data and spotlights on The Open Group forums, Real-time Embedded Systems and Open Trusted Technology, as well as a new initiative on Healthcare.

Allen Brown noted that The Open Group has 432 member organizations with headquarters in 32 countries and over 40,000 individual members in 126 countries.

The Open Group Vision is Boundaryless Information Flow™ achieved through global interoperability in a secure, reliable and timely manner.  But as stated by Allen, “Boundaryless does not mean there are no boundaries.  It means that boundaries are permeable to enable business”

Allen also presented an overview of the new “Dependability Through Assuredness™ Standard.  The Open Group Real-time Embedded Systems Forum is the home of this standard. More news to come!

Allen introduced Dr. Mario Tokoro, (CEO of Sony Computer Systems Laboratories) who began this project in 2006. Dr. Tokoro stated, “Thank you from the bottom of my heart for understanding the need for this standard.”

Eric Sweden, MSIH MBA, Program Director, Enterprise Architecture & Governance\National Association of State CIOs (NASCIO) offered a presentation entitled “State of the States – NASCIO on Enterprise Architecture: An Emphasis on Cross-Jurisdictional Collaboration across States”.  Eric noted “Enterprise Architecture is a blueprint for better government.” Furthermore, “Cybersecurity is a top priority for government”.

Dr. Michael Cavaretta, Technical Lead and Data Scientist with Ford Motor Company discussed “The Impact of Big Data on the Enterprise”.  The five keys, according to Dr. Cavaretta, are “perform, analyze, assess, track and monitor”.  Please see the following transcript from a Big Data analytics podcast, hosted by The Open Group, Dr. Cavaretta participated in earlier this year. http://blog.opengroup.org/2013/01/28/the-open-group-conference-plenary-speaker-sees-big-data-analytics-as-a-way-to-bolster-quality-manufacturing-and-business-processes/

The final presentation during Monday morning’s plenary was “Enabling Transformation Through Architecture” by Lori Summers (Director of Technology) and Amit Mayabhate (Business Architect Manager) with Fannie Mae Multifamily.

Lori stated that their organization had adopted Business Architecture and today they have an integrated team who will complete the transformation, realize value delivery and achieve their goals.

Amit noted “Traceability from the business to architecture principles was key to our design.”

In addition to the many interesting and engaging presentations, several awards were presented.  Joe Bergmann, Director, Real-time and Embedded Systems Forum, The Open Group, was appointed Fellow by Allen Brown in recognition of Joe’s major achievements over the past 20+ years with The Open Group.

Other special recognition recipients include members from Oracle, IBM, HP and Red Hat.

In addition to the plenary session, we hosted meetings on Finance, Government and Healthcare industry verticals. Today is only Day One of The Open Group conference in Philadelphia. Please stay tuned for more exciting conference highlights over the next couple days.

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Filed under ArchiMate®, Business Architecture, Conference, Cybersecurity, Data management, Enterprise Architecture, Enterprise Transformation, Healthcare, O-TTF, Security Architecture, Standards, TOGAF®

Enterprise Architecture in China: Who uses this stuff?

by Chris Forde, GM APAC and VP Enterprise Architecture, The Open Group

Since moving to China in March 2010 I have consistently heard a similar set of statements and questions, something like this….

“EA? That’s fine for Europe and America, who is using it here?”

“We know EA is good!”

“What is EA?”

“We don’t have the ability to do EA, is it a problem if we just focus on IT?”

And

“Mr Forde your comment about western companies not discussing their EA programs because they view them as a competitive advantage is accurate here too, we don’t discuss we have one for that reason.” Following that statement the lady walked away smiling, having not introduced herself or her company.

Well some things are changing in China relative to EA and events organized by The Open Group; here is a snapshot from May 2013.

M GaoThe Open Group held an Enterprise Architecture Practitioners Conference in Shanghai China May 22nd 2013. The conference theme was EA and the spectrum of business value. The presentations were made by a mix of non-member and member organizations of The Open Group, most but not all based in China. The audience was mostly non-members from 55 different organizations in a range of industries. There was a good mix of customer, supplier, government and academic organizations presenting and in the audience. The conference proceedings are available to registered attendees of the conference and members of The Open Group. Livestream recordings will also be available shortly.

Organizations large and small presented about the fact that EA was integral to delivering business value. Here’s the nutshell.

China

Huawei is a leading global ICT communications provider based in Shenzhen China.  They presented on EA applied to their business transformation program and the ongoing development of their core EA practice.

GKHB is a software services organization based in Chengdu China. They presented on an architecture practice applied to real time forestry and endangered species management.

Nanfang Media is a State Owned Enterprise, the second largest media organization in the country based in Guangzhou China. They presented on the need to rapidly transform themselves to a modern integrated digital based organization.

McKinsey & Co a Management Consulting company based in New York USA presented an analysis of a CIO survey they conducted with Peking University.

Mr Wang Wei a Partner in the Shanghai office of McKinsey & Co’s Business Technology Practice reviewed a survey they conducted in co-operation with Peking University.

wang wei.jpg

The Survey of CIO’s in China indicated a common problem of managing complexity in multiple dimensions: 1) “Theoretically” Common Business Functions, 2) Across Business Units with differing Operations and Product, 3) Across Geographies and Regions. The recommended approach was towards “Organic Integration” and to carefully determine what should be centralized and what should be distributed. An Architecture approach can help with managing and mitigating these realities. The survey also showed that the CIO’s are evenly split amongst those dedicated to a traditional CIO role and those that have a dual Business and CIO role.

Mr Yang Li Chao Director of EA and Planning at Huawei and Ms Wang Liqun leader of the EA Center of Excellence at Huawei yang li chao.jpgwang liqun.jpgoutlined the 5-year journey Huawei has been on to deal with the development, maturation and effectiveness of an Architecture practice in a company that has seen explosive growth and is competing on a global scale. They are necessarily paying a lot of attention to Talent Management and development of their Architects, as these people are at the forefront of the company Business Transformation efforts. Huawei constantly consults with experts on Architecture from around the world and incorporates what they consider best practice into their own method and framework, which is based on TOGAF®.

 Mr He Kun CIO of Nanfang Media described the enormous pressures his traditional media organization is under, such as a concurrent loss of advertising and talent to digital media.

he kun.jpgHe gave and example where China Mobile has started its own digital newspaper leveraging their delivery platform. So naturally, Nanfang media is also undergoing a transformation and is looking to leverage its current advantages as a trusted source and its existing market position. The discipline of Architecture is a key enabler and aids as a foundation for clearly communicating a transformation approach to other business leaders. This does not mean using EA Jargon but communicating in the language of his peers for the purpose of obtaining funding to accomplish the transformation effectively.

Mr Chen Peng Vice General Manager of GKHB Chengdu described the use of an Architecture approach to managing precious national resources such as forestry, bio diversity and endangered species. He descrichen peng.jpgbed the necessity for real time information in observation, tracking and responses in this area and the necessity of “Informationalization” of Forestry in China as a part of eGovernment initiatives not only for the above topics but also for the countries growth particularly in supplying the construction industry. The Architecture approach taken here is also based on TOGAF®.

The take away from this conference is that Enterprise Architecture is alive and well amongst certain organizations in China. It is being used in a variety of industries.  Value is being realized by executives and practitioners, and delivered for both IT and Business units. However for many companies EA is also a new idea and to date its value is unclear to them.

The speakers also made it clear that there are no easy answers, each organization has to find its own use and value from Enterprise Architecture and it is a learning journey. They expressed their appreciation that The Open Group and its standards are a place where they can make connections, pull from and contribute to in regards to Enterprise Architecture.

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Filed under Enterprise Architecture, Enterprise Transformation, Professional Development, Standards, TOGAF, TOGAF®, Uncategorized

Healthcare Transformation – Let’s be Provocative

by Jason Uppal, Chief Architect, QRS

Recently, I attended a one-day healthcare transformation event in Toronto. The master of ceremony, a renowned doctor, asked the speakers to be provocative in how to tackle the issues in healthcare and healthcare delivery in a specific way. After about 8 speakers – I must admit I did not hear anything that social media will classify as “remarkable” either in terms of problem definition or the solution direction – all speeches emphasized the importance of better healthcare. I watched one video, Jess’s Story, and I am convinced without discussion that we need a better way to deliver care.

I am an Engineer and not a Medical Doctor. In my profession, we spend 90% of our effort defining the problem and 10% solving it with known solution patterns. In this blog, I would like to define the healthcare delivery problem and offer a potential solution direction.

 First the Basic Facts

Table 1: Healthcare Spending and Quality

Country 1980 [$] 2007 [$] 2010 [$] 2012 [$] Healthcare Quality Ranking
US 1106 6102 8233 8946 6
Canada 3165 4445 5
Germany 3005 4338 1

Note: $ represent per capita spend per year, sources of information are public; references can be made available if required. Healthcare Quality Ranking – lower the number the better

Firstly, the obvious fact is that the US spends more on healthcare per capita and gets less for it.  These facts as well as many other studies lead to the same conclusion.

Problem Definition, Option 1 – Straight-forward reduction of healthcare costs: US healthcare roughly represents 18% of the US GDP. Reduction in spending will result in shrinking the GDP, unless politicians spend the saved money somewhere else. This is not a good option as we all know the impact of austerity measures without altering the underlying process. Or even closer to home, the impact of the recent sequesters on air traffic in major us airports has resulted in terrible delays and has significantly inconvenienced the traveling public.  We learned during the 1980s when “reengineering” was a sexy terms that when we reduced labour by 30%, we simply hoped the remaining souls would figure out how to do work with less.  We all knew what that approach did, fat paycheques for the CEO and senior management and entire industries got wiped out.

Problem Definition, Option 2 – Reduce healthcare costs and issue health  dividends: Let’s target to reduce the base healthcare spending to $4000 per person per year. This will bring spending to the 1980 level with inflation factored. The remaining funds, $4946 per capita ($8946 –$ 4000), be given as a health dividend to the population and providers. This will go to both the population as a tax credit and to providers as an incentive to keep those that they care for healthy. This will not reduce health care spending, have no impact on the GDP, but will certainly improve the health of our biggest producers and consumers in the economy.

There is proof that this model could work to reduce overall cost and improve population health if both the population and providers are incented appropriately. Recently, I had an argument with my General Practitioner’s (GP) secretary who wanted me to come to the office three times for the following:

1)     to receive the results of my blood test,

2)     to have an annual physical check-up,

3)     to remove  couple of annoying skin tags.

Each procedure was no more than 2 to 7 minutes long, they insisted that it have to be three separate appointments. A total of 10 minutes of consult for three procedures with my GP would have cost me an additional 7 hours in my productivity loss (2.0 hours to drive, 0.5 hour wait and 1.0 hour productivity loss due to distractions of the appointments). A reason for this behaviour is that the way physicians are incented; they are able to bill the system more based on the number of visits alone. Not based on what is good for both the patient and provider.

Therefore, I will define the problem this way: reduce the cost of base care to $4000 per capita and incent both the population and provider to stay and keep their customers healthy. Let the innovation begin. There is no shortage of very smart architects, engineers  and very motivated providers who want to live to their oath of “do no harm”.

Call to Action:

  • To help develop next generation healthcare delivery organization – we need the help of healthcare Zuckerbergs, Steve Jobs, Pierre Omidyar, Jeffrey P. Bezos; people who can think outside the box and bypass the current entitled establishment for the better.
  • We are taking first step to define an alternative architecture – join us in Philadelphia on July 16th for a one-day active workshop.
  • Website: http://www.opengroup.org/philadelphia2013
  • Program Outline: http://www.opengroup.org/events/timetable/1548
    • Tuesday: Healthcare Transformation
    • Keynote Speaker: Dr David Nash, Dean of Population Health Jefferson University
    • Reactors Panel: Hear from other experts on what is possible
    • Workshops
      • Be part of organized workshops and learn from your fellow providers and enterprise architects on how to transform healthcare for the next generation
      • This is your trip to the Gemba

uppalJason Uppal, P.Eng. is the Chief Architect at QRS and was the first Master IT Architect certified by The Open Group, by direct review, in October 2005. He is now a Distinguished Chief Architect in the Open CA program. He holds an undergraduate degree in Mechanical Engineering, graduate degree in Economics and a post graduate diploma in Computer Science. Jason’s commitment to Enterprise Architecture Life Cycle (EALC) has led him to focus on training (TOGAF®), education (UOIT) and mentoring services to his clients as well as being the responsible individual for both Architecture and Portfolio & Project Management for a number of major projects.

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The Open Group Sydney – My Conference Highlights

By Mac Lemon, MD Australia at Enterprise Architects

Sydney

Well the dust has settled now with the conclusion of The Open Group ‘Enterprise Transformation’ Conference held in Sydney, Australia for the first time on April 15-20. Enterprise Architects is proud to have been recognised at the event by The Open Group as being pivotal in the success of this event. A number of our clients including NBN, Australia Post, QGC, RIO and Westpac presented excellent papers on leading edge approaches in strategy and architecture and a number of EA’s own thought leaders in Craig Martin, Christine Stephenson and Ana Kukec also delivered widely acclaimed papers.

Attendance at the conference was impressive and demonstrated that there is substantial appetite for a dedicated event focussed on the challenges of business and technology strategy and architecture. We saw many international visitors both as delegates and presenting papers and there is no question that a 2014 Open Group Forum will be the stand out event in the calendar for business and technology strategy and architecture professionals.

My top 10 take-outs from the conference include the following:

  1. The universal maturing in understanding the criticality of Business Architecture and the total convergence upon Business Capability Modelling as a cornerstone of business architecture;
  2. The improving appreciation of techniques for understanding and expressing business strategy and motivation, such as strategy maps, business model canvass and business motivation modelling;
  3. That customer experience is emerging as a common driver for many transformation initiatives;
  4. While the process for establishing the case and roadmap for transformation appears well enough understood, the process for management of the blueprint through transformation is not and generally remains a major program risk;
  5. Then next version of TOGAF® should offer material uplift in support for security architecture which otherwise remains at low levels of maturity from a framework standardisation perspective;
  6. ArchiMate® is generating real interest as a preferred enterprise architecture modelling notation – and that stronger alignment of ArchiMate® and TOGAF® meta models in then next version of TOGAF® is highly anticipated;
  7. There is industry demand for recognised certification of architects to demonstrate learning alongside experience as the mark of a good architect. There remains an unsatisfied requirement for certification that falls in the gap between TOGAF® and the Open CA certification;
  8. Australia can be proud of its position in having the second highest per capita TOGAF® certification globally behind the Netherlands;
  9. While the topic of interoperability in government revealed many battle scarred veterans convinced of the hopelessness of the cause – there remain an equal number of campaigners willing to tackle the challenge and their free and frank exchange of views was entertaining enough to justify worth the price of a conference ticket;
  10. Unashamedly – Enterprise Architects remains in a league of its own in the concentration of strategy and architecture thought leadership in Australia – if not globally.

Mac LemonMac Lemon is the Managing Director of Enterprise Architects Pty Ltd and is based in Melbourne, Australia.

This is an extract from Mac’s recent blog post on the Enterprise Architects web site which you can view here.

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Corso Introduces Roadmapping Support for TOGAF® 9 in its Strategic Planning Platform

By Martin Owen, CEO, Corso

Last week, we announced new roadmapping support for TOGAF® in IBM Rational System Architect®, a leading Enterprise Architecture and modeling software.

The new TOGAF extension supports the modeling, migration and implementation of an Enterprise Architecture within Corso’s Strategic Planning Platform, which integrates Enterprise Architecture, IT planning and strategic planning into a single, comprehensive solution. The new TOGAF extension provides capabilities in managing current and future state architectures, work packages and timelines/lifecycles /heatmaps—key areas for successful roadmapping and transition planning.

Corso now offers roadmapping solutions for both ArchiMate® 2.0 and TOGAF as part of its Strategic Planning Platform. Both solutions are available as SaaS option, on-premise or standard perpetual license solution. A roadmapping datasheet and white paper are available.

Roadmapping is critical for building change-tolerant Enterprise Architectures that accurately describe and manage strategic business transformations. Our new solution gives Enterprise Architects the tools within TOGAF to more quickly map out a transition plan with deliverables for the organization. By tying plans to the business strategy, the architects can drive a faster development and implementation lifecycle.

Our new TOGAF solution offers these key capabilities:

  • Automatic generation of timeline diagrams with milestones and dimensions.
  • Work package definitions and resources so users can group and track specific actions.
  • Heat maps that display a visual map of the state of the business and IT infrastructure and highlight cost overruns.
  • Improved gap analysis through enhanced support for plateaus and gaps.
  • Roadmap reports that enable users to see the current and future states of the architecture and work packages.
  • Integration with IBM Rational Focal Point® so that work packages and milestones can be used in portfolio management and prioritization initiatives.
  • Lifecycle support for standard states such as application portfolio management.

Corso’s Strategic Planning Platform is a comprehensive solution that integrates Enterprise Architecture, IT and strategic planning into a fully charged change process that uses cloud technology to elevate decision-making to a strategic level. This approach unites business and architecture views into one central platform and leverages existing tools and the Web to share information and decision-making across various teams within the organization. For more information about Corso and its roadmapping solutions, visit http://www.corso.co.uk.

owen_martin

Martin Owen, CEO, Corso has spent over 20 years in Enterprise Architecture and is a co-author of the original Business Process Modeling Notation (BPMN) standard. Martin has run teams driving the product directions, strategies and roadmaps for the Enterprise Architecture tools at IBM.

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The Interconnectedness of All Things

By Stuart Boardman, KPN

My admiration for Douglas Adams only seems to increase with the years.

Adams, in his quiet way, conveyed quite a few useful insights into both human behavior and how the world (and the universe) works – or seems to work – or seems at times not to work. One of his little masterpieces was “the interconnectedness of all things,” which was the insight that inspired the work of Dirk Gently, owner and sole operative of the Holistic Detective Agency. This wasn’t some piece of cosmic mysticism, but essentially a rather practical insistence on looking at the pieces of the puzzle as an interconnected whole, even when one doesn’t yet know what the completed puzzle will look like. Here’s how Dirk expressed it:

“I’m very glad you asked me that, Mrs. Rawlinson. The term `holistic’ refers to my conviction that what we are concerned with here is the fundamental interconnectedness of all things. I do not concern myself with such petty things as fingerprint powder, telltale pieces of pocket fluff and inane footprints. I see the solution to each problem as being detectable in the pattern and web of the whole. The connections between causes and effects are often much more subtle and complex than we with our rough and ready understanding of the physical world might naturally suppose, Mrs. Rawlinson.

Let me give you an example. If you go to an acupuncturist with toothache, he sticks a needle instead into your thigh. Do you know why he does that, Mrs. Rawlinson?

No, neither do I, Mrs. Rawlinson, but we intend to find out. A pleasure talking to you, Mrs. Rawlinson. Goodbye.”

Cloud, SOA, Enterprise Mobility, Social Media/Enterprise/Business, The Internet of Things, Big Data (you name it) – each in its own way is part of an overall tendency. The general trend is for enterprises to become increasingly involved in increasingly broad ecosystems. As a trend, it predates that list of Internet phenomena but it’s clear that they are dramatically accelerating the pace. Not only do they individually contribute to that trend but collectively they add another factor of both complexity and urgency to the picture. They are interconnected by cause and effect and by usage. Unfortunately that interconnectedness doesn’t (yet) involve very much interoperability.

Readers of this blog will know that The Open Group is starting a new initiative, Platform 3.0  which will be looking at these technologies as a whole and at how they might be considered to collectively represent some new kind of virtual computing platform. There’s an ongoing discussion of what the scope of such an initiative should be, to what extent it should concentrate on the technologies, to what extent on purely business aspects and to what extent we should concentrate on the whole, as opposed to the sum of the parts. One can also see this as one overarching phenomenon in which making a distinction between business and technology may not actually be meaningful.

Although no one (as far as I know) denies that each of these has its own specifics and deserves individual examination, people are starting to understand that we need to go with Dirk Gently and look at the “pattern and web of the whole”.

Open Group members and conference presenters have been pointing this out for a couple of years now but, like it or not, it often takes an analyst firm like Gartner to notice it for everyone else to start taking it seriously. What these organizations like to do is to pin labels on things. Give it a name, and you can kid yourself you know what it is. That fact in and of itself makes it easier for people - especially those who don’t like dealing with stuff you actually have to think about. It’s an example of the 42 problem I wrote about elsewhere.

Gartner frequently talks about the “Nexus of Forces.” Those of you who are not Trekkies may not understand why I fall over laughing at that one. For your benefit, the Nexus was this sort of cloud thing, which if you were able to jump into it, enabled you to live out your most treasured but unrealistic dreams. And in the Star Trek movie this was a big problem, because out there in the real world everything was going seriously pear shaped.

In my view, it’s crucial to tackle the general tendency. Organizations and in particular commercial organizations become part of what Jack Martin Leith calls a “Business Ecosystem”(jump to slide 11 in the link for the definition). If one goes back, say, ten years (maybe less), this tendency already manifested itself on the business side through the “outsourcing” of significant parts of the organization’s business processes to other organizations – partners. The result wasn’t simply a value chain but a value network, sometimes known as Extended Enterprise. Ten years later we see that Cloud can have the same effect on how even the processes retained within the organization are carried out. Social and mobile take this further and also take it out into the wider enterprise and out into that business ecosystem. Cloud, social and mobile involve technological interconnectedness. Social and mobile also involve business interconnectedness (one could argue that Cloud does too and I wouldn’t feel the need to disagree). The business of an enterprise becomes increasingly bound up with the business of other enterprises and as a result can be affected by changes and developments well outside its own range of control.

We know that the effects of these various technologies are interconnected at multiple levels, so it becomes increasingly important to understand how they will work together – or fail to work together. Or to put it more constructively, we need strategies and standards to ensure that they do work together to the extent that we can control them. We also need to understand what all the things are that we can’t control but might just jump out and bite us. There are already enough anti-patterns for the use of social media. Add to that the multi-channel implications of mobility, stir in a dose of Cloud and a bunch of machines exchanging messages without being able to ask each other, “excuse me, what did you mean by that?” It’s easy to see how things might go pear shaped while we’re having fun in the Nexus.

Does this lead to an unmanageable scope for Platform 3.0? I don’t think so. We’ll probably have to prioritize the work. Everyone has their own knowledge, experience and interests, so we may well do things of different granularity in parallel. That all needs to be discussed. But from my perspective, one of the first priorities will be to understand that interconnectedness, so we can work out where the needle needs to go to get rid of the pain.

Stuart Boardman is a Senior Business Consultant with KPN where he co-leads the Enterprise Architecture practice as well as the Cloud Computing solutions group. He is co-lead of The Open Group Cloud Computing Work Group’s Security for the Cloud and SOA project and a founding member of both The Open Group Cloud Computing Work Group and The Open Group SOA Work Group. Stuart is the author of publications by the Information Security Platform (PvIB) in The Netherlands and of his previous employer, CGI. He is a frequent speaker at conferences on the topics of Cloud, SOA, and Identity. 

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The Open Group Conference in Sydney Plenary Sessions Preview

By The Open Group Conference Team

Taking place April 15-18, 2013, The Open Group Conference in Sydney will bring together industry experts to discuss the evolving role of Enterprise Architecture and how it transforms the enterprise. As the conference quickly approaches, let’s take a deeper look into the plenary sessions that kick-off day one and two. And if you haven’t already, register for The Open Group Conference in Sydney today!

Enterprise Transformation and the Role of Open Standards

By Allen Brown, President & CEO, The Open Group

Enterprise transformation seems to be gathering momentum within the Enterprise Architecture community.  The term, enterprise transformation, suggests the process of fundamentally changing an enterprise.  Sometimes the transformation is dramatic but for most of us it is a steady process. Allen will kick off the conference by discussing how to set expectations, the planning process for enterprise transformation and the role of standards, and provide an overview of ongoing projects by The Open Group’s members.

TOGAF® as a Powerful Took to Kick Start Business Transformation

By Peter Haviland, Chief Business Architect, and Martin Keywood, Partner, Ernst & Young

Business transformation is a tricky beast. It requires many people to work together toward a singular vision, and even more people to be aligned to an often multi-year execution program throughout which personal and organizational priorities will change. As a firm with considerable Business Architecture and transformation experience, Ernst & Young (EY) deploys multi-disciplinary teams of functional and technical experts and uses a number of approaches, anchored on TOGAF framework, to address these issues. This is necessary to get a handle on the complexity inherent to today’s business environment so that stakeholders are aligned and remain actively engaged, past investments in both processes and systems can be maximized, and transformation programs are set up for success and can be driven with sustained momentum.

In this session Peter and Martin will take us through EY’s Transformation Design approach – an approach that, within 12 weeks, can define a transformation vision, get executives on board, create a high level multi-domain architecture, broadly outline transformation alternatives and finally provide initial estimates of the necessary work packages to achieve transformation. They will also share case studies and metrics from the approach of financial services, oil and gas and professional services sectors. The session should interest executives looking to increase buy-in amongst their peers or professionals charged with stakeholder engagement and alignment. It will also show how to use the TOGAF framework within this situation.

Building a More Cohesive Organization Using Business Architecture

 By Craig Martin, COO & Chief Architect, Enterprise Architects

In shifting the focus away from Enterprise Architecture being seen purely as an IT discipline, organizations are beginning to formalize the development of Business Architecture practices and outcomes. The Open Group has made the differentiation between business, IT and enterprise architects through various working groups and certification tracks. However, industry at present is grappling to try to understand where the discipline of Business Architecture resides in the business and what value it can provide separate of the traditional project based business analysis focus.

Craig will provide an overview of some of the critical questions being asked by businesses and how these are addressed through Business Architecture. Using both method as well as case study examples, he will show an approach to building more cohesion across the business landscape. Craig will focus on the use of business motivation models, strategic scenario planning and capability based planning techniques to provide input into the strategic planning process.

Other plenary speakers include:

  • Capability Based Strategic Planning in Transforming a Mining Environment by David David, EA Manager, Rio Tinto
  • Development of the National Broadband Network IT Architecture – A Greenfield Telco Transformation by Roger Venning, Chief IT Architect, NBN Co. Ltd
  • Business Architecture in Finance Panel moderated by Chris Forde, VP Enterprise Architecture, The Open Group

More details about the conference can be found here: http://www.opengroup.org/sydney2013

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Join us for The Open Group Conference in Sydney – April 15-18

By The Open Group Conference Team

The Open Group is busy gearing up for the Sydney conference, which will take place on April 15-18, 2013. With over 2,000 Associate of Enterprise Architects (AEA) members in Australia, Sydney is an ideal setting for industry experts from around the world to gather and discuss the evolution of Enterprise Architecture and its role in transforming the enterprise. Be sure to register today!

The conference offers roughly 60 sessions on a varied of topics including:

  • Cloud infrastructure as an enabler of innovation in enterprises
  • Simplifying data integration in the government and defense sectors
  • Merger transformation with TOGAF® framework and ArchiMate® modeling language
  • Measuring and managing cybersecurity risks
  • Pragmatic IT road-mapping with ArchiMate modeling language
  • The value of Enterprise Architecture certification within a professional development framework

Plenary speakers will include:

  • Allen Brown, President & CEO, The Open Group
  • Peter Haviland, Chief Business Architect, with Martin Keywood, Partner, Ernst & Young
  • David David, EA Manager, Rio Tinto
  • Roger Venning, Chief IT Architect, NBN Co. Ltd
  • Craig Martin, COO & Chief Architect, Enterprise Architects
  • Chris Forde, VP Enterprise Architecture, The Open Group

The full conference agenda is available here. Tracks include:

  • Finance & Commerce
  • Government & Defense
  • Energy & Natural Resources

And topics of discussion include, but are not limited to:

  • Cloud
  • Business Transformation
  • Enterprise Architecture
  • Technology & Innovation
  • Data Integration/Information Sharing
  • Governance & Security
  • Architecture Reference Models
  • Strategic Planning
  • Distributed Services Architecture

Upcoming Conference Submission Deadlines

Would you like a chance to speak an Open Group conference? There are upcoming deadlines for speaker proposal submissions for upcoming conferences in Philadelphia and London. To submit a proposal to speak, click here.

Venue Industry Focus Submission Deadline
Philadelphia (July 15-17) Healthcare, Finance, Government & Defense April 5, 2013
London (October 21-23) Finance, Government, Healthcare July 8, 2013

 

The agenda for Philadelphia and London are filling up fast, so it is important for proposals to be submitted as early as possible. Proposals received after the deadline dates will still be considered, space permitting; if not, proposals may be carried over to a future conference. Priority will be given to proposals received by the deadline dates and to proposals that include an end-user organization, at least as a co-presenter.

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Questions for the Upcoming Business Architecture Tweet Jam – March 19

By Patty Donovan, The Open Group

Earlier this week, we announced our upcoming tweet jam on Tuesday, March 19 at 2:00 p.m. PT/9:00 p.m. GMT/ Wednesday, March 20 at 8:00 a.m. EDT (Sydney Australia), which will examine the way in which Business Architecture is impacting enterprises and businesses of all sizes.

The discussion will be moderated by The Open Group (@theopengroup), and we welcome both members of The Open Group and interested participants alike to join the session.

The discussion will be guided by these six questions:

  1. How do you define Business Architecture?
  2. What is the role of the business architect? What real world business problems does Business Architecture solve?
  3. How is the role of the business architect changing? What are the drivers of this change?
  4. How does Business Architecture differ from Enterprise Architecture?
  5. How can business architects and enterprise architects work together?
  6. What’s in store for Business Architecture in the future?

To join the discussion, please follow the #ogChat hashtag during the allotted discussion time. Other hashtags we recommend you use during the event include:

  • Enterprise Architecture : #EntArch
  • Business Architecture: #BizArch
  • The Open Group Architecture Forum : #ogArch

For more information about the tweet jam, guidelines and general background information, please visit our previous blog post.

If you have any questions prior to the event or would like to join as a participant, please direct them to Rod McLeod (rmcleod at bateman-group dot com), or leave a comment below. We anticipate a lively chat and hope you will be able to join us!

patricia donovanPatricia Donovan is Vice President, Membership & Events, at The Open Group and a member of its executive management team. In this role she is involved in determining the company’s strategic direction and policy as well as the overall management of that business area. Patricia joined The Open Group in 1988 and has played a key role in the organization’s evolution, development and growth since then. She also oversees the company’s marketing, conferences and member meetings. She is based in the U.S.

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Video Highlights of Day 2 at the Cannes Conference

By The Open Group Conference Team

How important is top-down buy-in when building a strategy for enterprise transformation? The Day 2 speakers of The Open Group Conference in Cannes address this question, and Peter Haviland, chief architect and head of business architecture within Ernst & Young’s Advisory Services practice, summarizes each of the plenary sessions, including:

  • “IT Capacity Build Up and Enterprise Architecture Enablement – Transformation at Ministry of Foreign Affairs” by Saeed Al Daheri, IT director of the UAE Ministry of Foreign Affairs
  • “World Class EA 2012: Putting Your Architecture Team In the Middle of Enterprise Transformation” by Peter Haviland, chief architect and head of business architecture advisory services at Ernst & Young, U.S.
  • “Future Airborne Capability Environment (FACE™): Transforming the DoD Avionics Software Industry Through the Use of Open Standards” by Kirk Avery, Lockheed Martin and Judy Cerenzia, The Open Group

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Cannes Conference Day 2: Proactively Engaging in the Transformation Process Paramount for Enterprise Architects

By The Open Group Conference Team

After the conference’s first night on the French Riviera, Day 2 of the Cannes Conference continued with the theme of transformation. The first plenary session led by Dr. Saeed Al Daheri, IT director of the United Arab Emirates Ministry of Foreign Affairs (MOFA), examined how one of the world’s emerging countries emphasized the alignment of IT and strategy.

MOFA wanted to increase performance by building up process, people and technology. Dr. Al Daheri was in charge of this project and decided to focus on three key initiatives: establishing EA, building IT capacity and running quick wins. MOFA wanted its Enterprise Architecture (EA) program to become central to the operation of IT and to have a mandate over all domains of the enterprise, including business strategy all the way down to business processes. EA provided the foundation to align IT and business, which was considered to be of paramount importance.

As with most major transformations within an organization, Dr. Al Daheri and his team faced several key challenges, which included leadership endorsement, recruitment and IT culture and the traditional view of IT. Through clear communication and education, the project received a top-down mandate that helped them receive buy-in from key stakeholders, which was essential for success. Regarding recruiting, the skills of an architect were hard to come by, especially one who speaks Arabic, so in order to succeed the IT department added 10 new positions to support this initiative and created a training program to develop the skill of existing staff. And finally through more proactive engagement with the rest of MOFA and by anticipating business needs and outlining clear roles and responsibilities, IT was able to work hand-in-hand with the business to achieve the ultimate goal of increased performance.

Through careful planning and proper implementation, MOFA was able to reduce vendor selection to 5 weeks, realize 26% cost savings and reduce project time by 17% – truly transformative results that were achieved through IT and business alignment.

A New Approach to EA: Less Thinking, More Doing

In the second plenary session, Peter Haviland, chief architect and head of business architecture within Ernst & Young‘s Advisory Services, along with two colleagues, Mick Adams and Garth Emrich, presented “World-Class EA 2012: Less Thinking, More Doing.” There’s a lot of talk of enterprise transformation, but how involved are enterprise architects in this process? Haviland started the presentation by asking the question, “How many architects are truly seeking out proactive opportunities?”

Haviland argued that EA is in prime position to help transform organizations through the improvement of the execution of strategy across business functions and the investment in process, tools, training and IT. But in order to do so, architects need to seek out opportunities to become a crucial part of enterprise transformation. Haviland listed out four questions that architects need to ask themselves to become more proactive.

  • What’s the context? Understanding the context of the situation is key to enabling enterprise transformation. EAs need to take a step back and look at the bigger picture, rather than purely focusing on building models. This will ensure alignment with the overall business strategy.
  • How do you flex your capability? Once you have completed your situational analysis, how can your skills translate into producing the desired results? Using your skills to help the enterprise achieve its goal of enterprise transformation will ultimately raise the visibility of EA within your organization.
  • What are the risks, opportunities and costs? E&Y recently completed a global survey that explored the top 10 risks that can be turned into opportunities, with the number one risk being regulation and compliance. It’s essential to understand the risks, opportunities and costs before embarking on enterprise transformation, for that is where the biggest gains can be realized.
  • If I’m an architect, what do I want to own? Assess the project and determine where your skill set will provide the biggest overall impact. This will allow you to provide the most value as an architect and set you up for success.

Being more proactive will help architects not only become a more integral part of your organization, but it will also establish EA as a key driver of enterprise transformation.

How to Create Value in the FACE™ of Shrinking Government Budgets

Improving performance while cutting costs – this is the mandate of most organizations these days, including governments. While budget cuts to the U.S. Department of Defense (DoD) budget require them to scale back on new platforms and funding for military technology procurements, the need for civilian safety and military performance continues to be a top priority. But how can the DoD do more with less?

Judy Cerenzia, The Open Group program director for the Future Airborne Capability Environment (FACE) Consortium, and Kirk Avery, chief software architect for Lockheed Martin Mission Systems and Sensors, addressed this question during final plenary session of the day. This session examined how FACE was able to help the DoD and the avionics industry provide complex mission capability faster in an environment of shrinking budgets.

In order to achieve this goal, FACE saw the need to transform the operating environment by developing a common operating environment (COE) to support applications across multiple DoD avionics systems – something that had never been done before. After reaching out to the DoD and other stakeholders including corporations that produce military components, FACE concluded that a successful COE would enable real time operating systems, stability, competition to prevent vendor lock-in, the ability to withstand extreme environmental conditions and a system life that spans many years.

With this in mind, FACE set out to develop a non-proprietary open environment that enabled a flexible software open systems architecture. The hard work of the consortium, which was established in June 2010, resulted in the creation of the FACE Business Guide and the recently released FACE Technical Standard. Both deliverables have helped the DoD and the avionics industry achieve their goal of providing complex mission capability faster with less budget and realize other benefits that include:

  • Reduction of time to field capabilities of new technologies
  • Interoperable software components within the environment
  • Portability of software components across an avionics platforms
  • Reduction of integration effort, schedule and cost
  • Enablement of truly open software components in existing and future avionics systems

Transformation within the government is quite an accomplishment, and FACE is looking to further develop common operating environments through continued collaboration between government and the avionics industry.

A Day 2 video recap by Peter Haviland will be published soon. To view the full list of conference sessions, please visit http://www3.opengroup.org/cannes2012

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Capgemini’s CTO on How Cloud Computing Exposes the Duality Between IT and Business Transformation

By Dana Gardner, Interarbor Solutions

This BriefingsDirect thought leadership interview comes in conjunction with The Open Group Conference this month in San Francisco.

The conference will focus on how IT and enterprise architecture support enterprise transformation. Speakers in conference events will also explore the latest in service oriented architecture (SOA), cloud computing, and security.

We’re now joined by one of the main speakers, Andy Mulholland, the Global Chief Technology Officer and Corporate Vice President at Capgemini. In 2009, Andy was voted one of the top 25 most influential CTOs in the world by InfoWorld. And in 2010, his CTO Blog was voted best blog for business managers and CIOs for the third year running by Computer Weekly.

Capgemini is about to publish a white paper on cloud computing. It draws distinctions between what cloud means to IT, and what it means to business — while examining the complex dual relationship between the two.

As a lead-in to his Open Group conference presentation on the transformed enterprise, Andy draws on the paper and further drills down on one of the decade’s hottest technology and business trends, cloud computing, and how it impacts business and IT. The interview is moderated by Dana Gardner, Principal Analyst at Interarbor Solutions. The full podcast can be found here.

Here are some excerpts:

Gardner: Why do business people think they have a revolution on their hands, while IT people look cloud computing as an evolution of infrastructure efficiency?

Mulholland: We define the role of IT and give it the responsibility and the accountability in the business in a way that is quite strongly related to internal practice. It’s all about how we manage the company’s transactions, how we reduce the cost, how we automate business process,and generally try to make our company a more efficient internal operator.

When you look at cloud computing through that set of lenses, you’re going to see … the technologies from cloud computing, principally virtualization, [as] ways to improve how you deliver the current server-centric, application-centric environment.

However, business people … reflect on it in terms of the change in society and the business world, which we all ought to recognize because that is our world, around the way we choose what we buy, how we choose to do business with people, how we search more, and how we’ve even changed that attitude.

Changed our ways

There’s a whole list of things that we simply just don’t do anymore because we’ve changed the way we choose to buy a book, the way we choose and listen to music and lots of other things.

So we see this as a revolution in the market or, more particularly, a revolution in how cloud can serve in the market, because everybody uses some form of technology.

So then the question is not the role of the IT department and the enterprise — it’s the role technology should be playing in their extended enterprise in doing business.

Gardner: What do we need to start doing differently?

Mulholland: Let’s go to a conversation this morning with a client. It’s always interesting to touch reality. This particular client is looking at the front end of a complex ecosystem around travel, and was asked this standard question by our account director: Do you have a business case for the work we’re discussing?

The reply from the CEO is very interesting. He fixed him with a very cold glare and he said, “If you were able to have 20 percent more billable hours without increasing your cost structure, would you be bothered to even think about the business case?”

The answer in that particular case was they were talking about 10,000 more travel instances or more a year — with no increase in their cost structure. In other words, their whole idea was there was nothing to do with cost in it. Their argument was in revenue increase, market share increase, and they thought that they would make better margins, because it would actually decrease their cost base or spread it more widely.

That’s the whole purpose of this revolution and that’s the purpose the business schools are always pushing, when they talk about innovative business models. It means innovate your business model to look at the market again from the perspective of getting into new markets, getting increased revenue, and maybe designing things that make more money.

Using technology externally

We’re always hooked on this idea that we’ve used technology very successfully internally, but now we should be asking the question about how we’re using technology externally when the population as a whole uses that as their primary method of deciding what they’re going to buy, how they’re going to buy it, when they’re going to buy it, and lots of other questions.

… A popular book recently has been The Power of Pull, and the idea is that we’re really seeing a decentralization of the front office in order to respond to and follow the market and the opportunities and the events in very different ways.

The Power of Pull says that I do what my market is asking me and I design business process or capabilities to be rapidly orchestrated through the front office around where things want to go, and I have linkage points, application programming interface (API) points, where I take anything significant and transfer it back.

But the real challenge is — and it was put to me today in the client discussion — that their business was designed around 1970 computer systems, augmented slowly around that, and they still felt that. Today, their market and their expectations of the industry that they’re in were that they would be designed around the way people were using their products and services and the events and that they had to make that change.

To do that, they’re transformed in the organization, and that’s where we start to spot the difference. We start to spot the idea that your own staff, your customers, and other suppliers are all working externally in information, process, and services accessible to all on an Internet market or architecture.

So when we talk about business architecture, it’s as relevant today as it ever was in terms of interpreting a business.

Set of methodologies

But when we start talking about architecture, The Open Group Architectural Framework (TOGAF) is a set of methodologies on the IT side — the closed-coupled state for a designed set of principles to client-server type systems. In this new model, when we talk about clouds, mobility, and people traveling around and connecting by wireless, etc., we have a stateless loosely coupled environment.

The whole purpose of The Open Group is, in fact, to help devise new ways for being able to architect methods to deliver that. That’s what stands behind the phrase, “a transformed enterprise.”

… If we go back to the basic mission of The Open Group, which is boundarylessness of this information flow, the boundary has previously been defined by a computer system updating another computer system in another company around traditional IT type procedural business flow.

Now, we’re talking about the idea that the information flow is around an ecosystem in an unstructured way. Not a structured file-to-file type transfer, not a structured architecture of who does what, when, and how, but the whole change model in this is unstructured.

Gardner: It’s important to point out here, Andy, that the stakes are relatively high. Who in the organization can be the change agent that can make that leap between the duality view of cloud that IT has, and these business opportunists?

Mulholland: The CEOs are quite noticeably reading the right articles, hearing the right information from business schools, etc., and they’re getting this picture that they’re going to have new business models and new capabilities.

So the drive end is not hard. The problem that is usually encountered is that the IT department’s definition and role interferes with them being able to play the role they want.

What we’re actually looking for is the idea that IT, as we define it today, is some place else. You have to accept that it exists, it will exist, and it’s hugely important. So please don’t take those principles and try to apply them outside.

The real question here is when you find those people who are doing the work outside — and I’ve yet to find any company where it hasn’t been the case — and the question should be how can we actually encourage and manage that innovation sensibly and successfully?

What I mean by that is that if everybody goes off and does their own thing, once again, we’ll end up with a broken company. Why? Because their whole purpose as an enterprises is to leverage success rapidly. If someone is very successful over there, you really need to know, and you need to leverage that again as rapidly as you can to run the rest of the organization. If it doesn’t work, you need to stop it quickly.

Changing roles

In models of the capabilities of that, the question is where is the government structure? So we hear titles like Chief Innovation Officer, again, slightly surprising how it may come up. But we see the model coming both ways. There are reforming CIOs for sure, who have recognized this and are changing their role and position accordingly, sometimes formally, sometimes informally.

The other way around, there are people coming from other parts of the business, taking the title and driving them. I’ve seen Chief Strategy Officers taking the role. I’ve seen the head of sales and marketing taking the role.

Certainly, recognizing the technology possibilities should be coming from the direction of the technology capabilities within the current IT department. The capability of what that means might be coming differently. So it’s a very interesting balance at the moment, and we don’t know quite the right answer.

What I do know is that it’s happening, and the quick-witted CIOs are understanding that it’s a huge opportunity for them to fix their role and embrace a new area, and a new sense of value that they can bring to their organization.

Gardner: Returning to the upcoming Capgemini white paper, it adds a sense of urgency at the end on how to get started. It suggests that you appoint a leader, but a leader first for the inside-out element of cloud and transformation and then a second leader, a separate leader perhaps, for that outside-in or reflecting the business transformation and the opportunity for what’s going on in the external business and markets. It also suggests a strategic road map that involves both business and technology, and then it suggests getting a pilot going.

How does this transition become something that you can manage?

Mulholland: The question is do you know who is responsible. If you don’t, you’d better figure out how you’re going to make someone responsible, because in any situation, someone has to be deciding what we’re going to do and how we’re going to do it.

Having defined that, there are very different business drivers, as well as different technology drivers, between the two. Clearly, whoever takes those roles will reflect a very different way that they will have to run that element. So a duality is recognized in that comment.

On the other hand, no business can survive by going off in half-a-dozen directions at once. You won’t have the money. You won’t have the brand. You won’t have anything you’d like. It’s simply not feasible.

So, the object of the strategic roadmap is to reaffirm the idea of what kind of business we’re trying to be and do. That’s the glimpse of what we want to achieve.

There has to be a strategy. Otherwise, you’ll end up with way too much decentralization and people making up their own version of the strategy, which they can fairly easily do and fairly easily mount from someone else’s cloud to go and do it today.

So the purpose of the duality is to make sure that the two roles, the two different groups of technology, the two different capabilities they reflect to the organization, are properly addressed, properly managed, and properly have a key authority figure in charge of them.

Enablement model

The business strategy is to make sure that the business knows how the enablement model that these two offer them is capable of being directed to where the shareholders will make money out of the business, because that is ultimately that success factor they’re looking for to drive them forward.

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If you are interested in attending The Open Group’s upcoming conference, please register here: http://www3.opengroup.org/event/open-group-conference-san-francisco/registration

Dana Gardner is president and principal analyst at Interarbor Solutions, an enterprise IT analysis, market research, and consulting firm. Gardner, a leading identifier of software and cloud productivity trends and new IT business growth opportunities, honed his skills and refined his insights as an industry analyst, pundit, and news editor covering the emerging software development and enterprise infrastructure arenas for the last 18 years.

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MIT’s Ross on How Enterprise Architecture and IT More Than Ever Lead to Business Transformation

By Dana Gardner, Interarbor Solutions

This BriefingsDirect thought leadership interview comes in conjunction with The Open Group Conference this month in San Francisco.

The conference will focus on how IT and enterprise architecture support enterprise transformation. Speakers in conference events will also explore the latest in service oriented architecture (SOA), cloud computing, and security.

We’re now joined by of the main speakers, Jeanne Ross, Director and Principal Research Scientist at the MIT Center for Information Systems Research. Jeanne studies how firms develop competitive advantage through the implementation and reuse of digitized platforms.

She is also the co-author of three books: IT Governance: How Top Performers Manage IT Decision Rights for Superior Results, Enterprise Architecture As Strategy: Creating a Foundation for Business Execution, and IT Savvy: What Top Executives Must Know to Go from Pain to Gain.

As a lead-in to her Open Group presentation on how adoption of enterprise architecture (EA) leads to greater efficiencies and better business agility, Ross explains how enterprise architects have helped lead the way to successful business transformations. The interview is moderated by Dana Gardner, Principal Analyst at Interarbor Solutions. The full podcast can be found here.

Here are some excerpts:

Gardner: How you measure or determine that enterprise architects and their practices are intrinsic to successful business transformations?

Ross: That’s a great question. Today, there remains kind of a leap of faith in recognizing that companies that are well-architected will, in fact, perform better, partly because you can be well-architected and perform badly. Or if we look at companies that are very young and have no competitors, they can be very poorly architected and achieve quite remarkably in the marketplace.

But what we can ascribe to architecture is that when companies have competition, then they can establish any kind of performance target they want, whether it’s faster revenue growth or better profitability, and then architect themselves so they can achieve their goals. Then, we can monitor that.

We do have evidence in repeated case studies of companies that set goals, defined an architecture, started to build the capabilities associated with that architecture, and did indeed improve their performance. We have wonderful case study results that should be very reaffirming. I accept that they are not conclusive.

Architectural maturity

We also have statistical support in some of the work we’ve done that shows that high performers in our sample of 102 companies, in fact, had greater architecture maturity. They had deployed a number of practices associated with good architecture.

Gardner: Is there something that’s new about this, rather than just trying to reengineer something?

Ross: Yes, the thing we’re learning about enterprise architecture is that there’s a cultural shift that takes place in an organization, when it commits to doing business in a new way, and that cultural shift starts with abandoning a culture of heroes and accepting a culture of discipline.

Nobody wants to get rid of the heroes in their company. Heroes are people who see a problem and solve it. But we do want to get past heroes sub-optimizing. What companies traditionally did before they started thinking about what architecture would mean, is they relied on individuals to do what seemed best and that clearly can sub-optimize in an environment that increasingly is global and requires things like a single face to the customer.

We also have statistical support in some of the work we’ve done that shows that high performers in our sample of 102 companies, in fact, had greater architecture maturity. They had deployed a number of practices associated with good architecture.

Gardner: Is there something that’s new about this, rather than just trying to reengineer something?

Ross: Yes, the thing we’re learning about enterprise architecture is that there’s a cultural shift that takes place in an organization, when it commits to doing business in a new way, and that cultural shift starts with abandoning a culture of heroes and accepting a culture of discipline.

Nobody wants to get rid of the heroes in their company. Heroes are people who see a problem and solve it. But we do want to get past heroes sub-optimizing. What companies traditionally did before they started thinking about what architecture would mean, is they relied on individuals to do what seemed best and that clearly can sub-optimize in an environment that increasingly is global and requires things like a single face to the customer.

We really just need architecture to pull out unnecessary cost and to enable desirable reusability. And the architect is typically going to be the person representing that enterprise view and helping everyone understand the benefits of understanding that enterprise view, so that everybody who can easily or more easily see the local view is constantly working with architects to balance those two requirements.

Gardner: Is this a particularly good time, from your vantage point, to undertake enterprise architecture?

Ross: It’s a great time for most companies. There will be exceptions that I’ll talk about in a minute. One thing we learned early on in the research is that companies who were best at adopting architecture and implementing it effectively had cost pressures. What happens when you have cost pressures is that you’re forced to make tough decisions.

If you have all the money in the world, you’re not forced to make tough decisions. Architecture is all about making tough decisions, understanding your tradeoffs, and recognizing that you’re going to get some things that you want and you are going to sacrifice others.

If you don’t see that, if you just say, “We’re going to solve that by spending more money,” it becomes nearly impossible to become architected. This is why investment banks are invariably very badly architected, and most people in investment banks are very aware of that. It’s just very hard to do anything other than say, “If that’s important to us, let’s spend more money and let’s get it.” One thing you can’t get by spending more money is discipline, and architecture is very tightly related to discipline.

Tough decisions

In a tough economy, when competition is increasingly global and marketplaces are shifting, this ability to make tough decisions is going to be essential. Opportunities to save costs are going to be really valued, and architecture invariably helps companies save money. The ability to reuse, and thus rapidly seize the next related business opportunity, is also going to be highly valued.

The thing you have to be careful of is that if you see your markets disappearing, if your product is outdated, or your whole industry is being redefined, as we have seen in things like media, you have to be ready to innovate. Architecture can restrict your innovative gene, by saying, “Wait, wait, wait. We want to slow down. We want to do things on our platform.” That can be very dangerous, if you are really facing disruptive technology or market changes.

So you always have to have that eye out there that says, “When is what we built that’s stable actually constraining us too much? When is it preventing important innovation?” For a lot of architects, that’s going to be tough, because you start to love the architecture, the standards, and the discipline. You love what you’ve created, but if it isn’t right for the market you’re facing, you have to be ready to let it go and go seize the next opportunity.

Gardner: Perhaps this environment is the best of all worlds, because we have that discipline on the costs which forces hard decisions, as you say. We also have a lot of these innovative IT trends that would almost force you to look at doing things differently. I’m thinking again of cloud, mobile, the big data issues, and even social-media types of effects.

Ross: Absolutely. We should all look at it that way and say, “What a wonderful world we live in.” One of the companies that I find quite remarkable in their ability to, on the one hand, embrace discipline and architecture, and on the other hand, constantly innovate, is USAA. I’m sure I’ll talk about them a little bit at the conference.

This is a company that just totally understands the importance of discipline around customer service. They’re off the charts in their customer satisfaction.

They’re a financial services institution. Most financial services institutions just drool over USAA’s customer satisfaction ratings, but they’ve done this by combining this idea of discipline around the customer. We have a single customer file. We have an enterprise view of that customer. We constantly standardize those practices and processes that will ensure that we understand the customer and we deliver the products and services they need. They have enormous discipline around these things.

Simultaneously, they have people working constantly around innovation. They were the first company to see the need for this deposit with your iPhone. Take a picture of your check and it’s automatically deposited into your account. They were nearly a year ahead of the next company that came up with that service.

The way they see it is that for any new technology that comes out, our customer will want to use it. We’ve got to be there the day after the technology comes out. They obviously haven’t been able to achieve that, but that’s their goal. If they can make deals with R&D companies that are coming up with new technologies, they’re going to make them, so that they can be ready with their product when the thing actually becomes commercial.

So it’s certainly possible for a company to be both innovative and responsive to what’s going on in the technology world and disciplined and cost effective around customer service, order-to-cash, and those other underlying critical requirements in your organization. But it’s not easy, and that’s why USAA is quite remarkable. They’ve pulled it off and they are a lesson for many other companies.

Gardner: Is The Open Group a good forum for your message and your research, and if so, why?

Ross: The Open Group is great for me, because there is so much serious thinking in The Open Group about what architecture is, how it adds value, and how we do it well. For me to touch base with people in The Open Group is really valuable, and for me to touch base to share my research and hear the push back, the debate, or the value add is perfect, because these are people who are living it every day.

Major themes

Gardner: Are there any other major themes that you’ll be discussing at the conference coming up that you might want to share with us?

Ross: One thing we have observed in our cases that is more and more important to architects is that the companies are struggling more than we realized with using their platforms well.

I’m not sure that architects or people in IT always see this. You build something that’s phenomenally good and appropriate for the business and then you just assume, that if you give them a little training, they’ll use it well.

That’s actually been a remarkable struggle for organizations. One of our research projects right now is called “Working Smarter on Your Digitized Platform.” When we go out, we find there aren’t very many companies that have come anywhere close to leveraging their platforms the way they might have imagined and certainly the way an architect would have imagined.

It’s harder than we thought. It requires persistent coaching. It’s not about training, but persistent coaching. It requires enormous clarity of what the organization is trying to do, and organizations change fast. Clarity is a lot harder to achieve than we think it ought to be.

The message for architects would be: here you are trying to get really good at being a great architect. To add value to your organization, you actually have to understand one more thing: how effectively are people in your company adopting the capabilities and leveraging them effectively? At some point, the value add of the architecture is diminished by the fact that people don’t get it. They don’t understand what they should be able to do.

We’re going to see architects spending a little more time understanding what their leadership is capable of and what capabilities they’ll be able to leverage in the organization, as opposed to which on a rational basis seem like a really good idea.

Getting started

Gardner: When you’re an organization and you’ve decided that you do want to transform and take advantage of unique opportunities for either technical disruption or market discipline, how do you go about getting more structure, more of an architecture?

Ross: That’s idiosyncratic to some extent, because in your dream world, what happens is that the CEO announces, “This is what we are going to be five years from now. This is how we are going to operate and I expect everyone to get on board.” The vision is clear and the commitment is clear. Then the architects can just say, and most architects are totally capable of this, “Oh, well then, here are the capabilities we need to build. Let’s just go build them and then we’ll live happily ever after.”

The problem is that’s rarely the way you get to start. Invariably, the CEO is looking at the need for some acquisitions, some new markets, and all kinds of pressures. The last thing you’re getting is some clarity around the vision of an operating model that would define your critical architectural capabilities.

What ends up happening instead is architects recognize key business leaders who understand the need for, reused standardization, process discipline, whatever it is, and they’re very pragmatic about it. They say, “What do you need here to develop an enterprise view of the customer, or what’s limiting your ability to move into the next market?”

And they have to pragmatically develop what the organization can use, as opposed to defining the organizational vision and then the big picture view of the enterprise architecture.

So in practice, it’s a much more pragmatic process than what we would imagine when we, for example, write books on how to do enterprise architecture. The best architects are listening very hard to who is asking for what kind of capability. When they see real demand and real leadership around certain enterprise capabilities, they focus their attention on addressing those, in the context of what they realize will be a bigger picture over time.

They can already see the unfolding bigger picture, but there’s no management commitment yet. So they stick to the capabilities that they are confident the organization will use. That’s the way they get the momentum to build. That is more art than science and it really distinguishes the most successful architects.

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If you are interested in attending The Open Group’s upcoming conference, please register here: http://www3.opengroup.org/event/open-group-conference-san-francisco/registration

Dana Gardner is president and principal analyst at Interarbor Solutions, an enterprise IT analysis, market research, and consulting firm. Gardner, a leading identifier of software and cloud productivity trends and new IT business growth opportunities, honed his skills and refined his insights as an industry analyst, pundit, and news editor covering the emerging software development and enterprise infrastructure arenas for the last 18 years.

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SF Conference to Explore Architecture Trends

By The Open Group Conference Team

In addition to exploring the theme of “Enterprise Transformation,” speakers at The Open Group San Francisco conference in January will explore a number of other trends related to enterprise architecture and the profession, including trends in service oriented architectures and business architecture. 

The debate about the role of EA in the development of high-level business strategy is a long running one. EA clearly contributes to business strategy, but does it formulate, plan or execute on business strategy?  If the scope of EA is limited to EA alone, it could have a diminutive role in business strategy and Enterprise Transformation going forward.

EA professionals will have the opportunity to discuss and debate these questions and hear from peers about their practical experiences, including the following tracks:

  • Establishing Value Driven EA as the Enterprise Embarks on Transformation (EA & Enterprise Transformation Track)  - Madhav Naidu, Lead Enterprise Architedt, Ciena Corp., US; and Mark Temple, Chief Architect, Ciena Corp.
  • Building an Enterprise Architecture Practice Foundation for Enterprise Transformation Execution  (EA & Business Innovation Track) – Frank Chen, Senior Manager & Principal Enterprise Architect, Cognizant, US
  • Death of IT: Rise of the Machines (Business Innovation & Technological Disruption: The Challenges to EA Track) –  Mans Bhuller, Senior Director, Oracle Corporation, US
  • Business Architecture Profession and Case Studies  (Business Architecture Track) – Mieke Mahakena, Capgemini,; and Peter Haviland, Chief Architect/Head of Business Architecture, Ernst & Young
  • Constructing the Architecture of an Agile Enterprise Using the MSBI Method (Agile Enterprise Architecture Track) – Nick Malike, Senior Principal Enterprise Architect, Microsoft Corporation, US
  • There’s a SEA Change in Your Future: How Sustainable EA Enables Business Success in Times of Disruptive Change (Sustainable EA Track)  – Leo Laverdure & Alex Conn, Managing Partners, SBSA Partners LLC, US
  • The Realization of SOA’s Using the SOA Reference Architecture  (Tutorials) – Nikhil Kumar, President, Applied Technology Solutions, US
  • SOA Governance: Thinking Beyond Services (SOA Track) – Jed Maczuba, Senior Manager, Accenture, US

In addition, a number of conference tracks will explore issues and trends related to the enterprise architecture profession and role of enterprise architects within organizations.  Tracks addressing professional concerns include:

  • EA: Professionalization or Marketing Needed? (Professional Development Track)  - Peter Kuppen, Senior Manager, Deloitte Consulting, BV, Netherlands
  • Implementing Capabilities With an Architecture Practice (Setting up a Successful EA Practice Track)  – Mike Jacobs, Director and Principal Architect, OmptumInsight; and Joseph May, Director, Architecture Center of Excellence, OmptumInsight
  • Gaining and Retaining Stakeholder Buy-In: The Key to a Successful EA Practice Practice (Setting up a Successful EA Practice Track)   – Russ Gibfried, Enterprise Architect, CareFusion Corporation, US
  • The Virtual Enterprise Architecture Team (Nature & Role of the Enterprise Architecture) – Nicholas Hill, Principal Enterprise Architect, Consulting Services, FSI, Infosys; and Musharal Mughal, Director of EA, Manulife Financials, Canada

 Our Tutorials track will also provide practical guidance for attendees interested in learning more about how to implement architectures within organizations.  Topics will include tutorials on subjects such as TOGAF®, Archimate®, Service Oriented Architectures,  and architecture methods and techniques.

For more information on EA conference tracks, please visit the conference program on our website.

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