Tag Archives: Business Architecture

Digital Transformation and Business Architecture (Part 2 of 3) – Presented by Dr. Giovanni Traverso, Huawei

At The Open Group Shanghai 2016 summit, we invited Dr. Giovanni Traverso, Chief Business Architect of HUAWEI Service Strategy and Architecture Practice, to give a keynote speech “New Open Business Architecture (O-BA) to Support the Construction of Digital Business and Smart Government”.

Huawei was a Diamond Sponsor of this summit, is a Platinum Member of The Open Group and is participating in the creation of the O-BA standard, whose first part was launched in July 2016 as a Preliminary Standard.

Giovanni, who is leading this effort within Huawei, presented Huawei’s perspectives on Business Architecture coming from best practices.

This is part two in a three-part series.

Part 2 – Business Architecture Enables the Digital Transformation

 

So how to approach such complexity of changes without losing sight of the business intents? How to answer the business questions about investment, risk and assurance, responsibilities, relationships, impacts?

In order to answer our business questions we need a discipline that identifies the components of a business and their relationship. Components and their relationships define architecture, so here comes the “Business Architecture”.

Digital business requires the Business Architecture practice to be open and agile. Open means that it should look beyond our organization’s boundaries, be centered on customer experience and projected towards its industry ecosystem, besides internal focus. Agile means that it should decompose the business into loosely coupled and highly cohesive components, so that the architecture is modular and changes can follow business opportunities incrementally, quickly, limiting risks and mastering dependencies.

The O-BA standard, reflecting industry’s best practices, fulfills these requirements being based on Value Streams and Capabilities.

Capabilities represent the modular components of a business, while Value Streams represent the value creation mechanism that delivers value to the business stakeholders, enabled by those Capabilities. On a macroscopic level the whole thing determines the organization’s unique characteristics that in the O-BA are called “competences”.

How do we apply Business Architecture?

In my previous post, we discussed how digital transformation regards Experience / Operations / ICT Infrastructure. This implies that changes have to happen consistently on three fields: Offering (products/services own and in partnership), Business Practice (processes, skills, organization, information), ICT.

by-the-open-group

According to this view, technology evolution sustains capability increments, which sustain product and services evolution along with the interactions with ecosystem and customers (determining the customer experience).

This structure unleashes digital business innovation.

In a top-down way, a new business model can be decomposed into required capabilities that will be developed, pulling-in certain technologies.

In a bottom-up way, technology evolution can enable/automate new capabilities that will be made available for business. So we have a bidirectional channel that connects and catalyzes innovation however it is originated.

On the other hand, this structure fits with agile delivery.

The digital ICT branch of an organization can build microservices (reflecting a shared capability map) exposed through APIs, while the Lines of Business (or partners) can rapidly consume them creating service chains that realize a business service or automate some process.

For example, a digital service operator can leverage geo-location technology (already built-in) to create an analytic app that, combined with other existing capabilities, allows to send customized ads to users, generating quickly incremental revenues at marginal cost.

Building upon existing capabilities that are well identified allows to generate new services dynamically “on-demand”, thus enabling the business to set the pace, as opposite to traditional monolithic ICT constructions.

Modern business architecture, based on capability maps, is essential to guarantee coordination so that the benefits of DevOps techniques and the API economy can be applied at scale. That is, without losing sight of the business sense and priorities because capabilities are defined by the business, shared in business language, translated systematically into application, information, technology, process, organization and skills.

Members of The Open Group can download this presentation at http://www.opengroup.org/public/member/proceedings/Shanghai-2016-08/Presentations/Giovanni%20Traverso-Keynote4.pdf

The Open Group Shanghai 2016 event proceedings are available for members here.

@theopengroup

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Giovanni Traverso
• 28 years in telecom business, Product Management, R&D Management, Business Unit GM and Transformation Management
• Now leading the Enterprise Architecture team at Huawei Global Services, Standard and Industry Development Dept.
• Certified Business Architect (CBA)
• Contributor to The Open Group Open Business Architecture (O-BA) Standard and the Business Architecture Body of Knowledge (BizBOK)

 

 

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Digital Transformation and Business Architecture (Part 1 of 3) – Presented by Dr. Giovanni Traverso, Huawei

At The Open Group Shanghai 2016 summit, we invited Dr. Giovanni Traverso, Chief Business Architect of HUAWEI Service Strategy and Architecture Practice, to give a keynote speech “New Open Business Architecture (O-BA) to Support the Construction of Digital Business and Smart Government”.

This is part one in a three-part series.

Part 1 – The Digital Transformation Challenges

Huawei was a Diamond Sponsor of this summit, is a Platinum Member of The Open Group and is participating in the creation of the O-BA standard, whose first part was launched in July 2016 as a Preliminary Standard.

Giovanni, who is leading this effort within Huawei, presented Huawei’s perspectives on Business Architecture coming from best practices.

The O-BA standard focuses on transformation as a discipline to support business decision-making and bridge business and ICT. It does so on one hand, by aligning all aspects and actors of a transformation with business vision and goals while, on the other hand, answering the business questions regarding structural investments, especially in ICT.

Giovanni’s speech introduced the O-BA standard and illustrated how it can serve governments and businesses striving to become “digital”.

First, we should characterize what is digital transformation is about. According to Huawei practice, digital business entails three constituents driving (left to right) and enabling (right to left) each other: experience, operations and (ICT) infrastructure. Each one of these involves its own challenges that have to be addressed holistically.

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Experience is the ultimate front-end between a digital business and its users, customers, partners, employees. Digital businesses deliver experience to them through products, services and their combination, individually or as part of an ecosystem. In order to help focus, Huawei has encoded the key principles of experience as “ROADS” (Real-time, On-demand, All-online, DIY, Social).

by-the-open-group

For example, customers of digital service providers typically will learn about new services through their social network, will want to be empowered to subscribe and consume their services in real-time when they need it, typically through app or portal.

Operation had been revolutionized by digital disruptors in terms of agility, personalization, innovation speed. Thanks to digital technologies, operations are going to be automated, simplified, precisely informed, promptly reactive and even predictive. The new mode of operations is open and collaborative, goes by fast cycles delivering incremental functionality, which allows for adaptive “fail-fast” approach with limited risk.

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For example, Amazon makes a production change every 11 seconds, Google deploys over 2 billion containers each week, Netflix launched simultaneously in 131 countries (source: state of DevOps report 2015).

ICT Infrastructure is consistently pushed to become open, resilient, self-healing, scalable.

by-the-open-group

Business Architecture coordinates all these evolutions, ensuring that investments will actually deliver the desired business outcome. Beyond decision-making, Business Architecture can also facilitate the actual execution of the new agile service delivery model. We will discuss this in the next post.

Members of The Open Group can download this presentation at http://www.opengroup.org/public/member/proceedings/Shanghai-2016-08/Presentations/Giovanni%20Traverso-Keynote4.pdf

The Open Group Shanghai 2016 event proceedings are available for members here.

@theopengroup

by-the-open-group

Giovanni Traverso
• 28 years in telecom business, Product Management, R&D Management, Business Unit GM and Transformation Management
• Now leading the Enterprise Architecture team at Huawei Global Services, Standard and Industry Development Dept.
• Certified Business Architect (CBA)
• Contributor to The Open Group Open Business Architecture (O-BA) Standard and the Business Architecture Body of Knowledge (BizBOK)

 

 

 

 

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The Open Group Austin 2016 Event Highlights

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

During the week of July 18th, The Open Group hosted over 200  attendees from 12 countries at the Four Seasons hotel on the beautiful banks of Lady Bird Lake in Austin, Texas, USA.

On Monday, July 18, Steve Nunn, President and CEO of The Open Group, welcomed the audience and set the stage for all the great upcoming speakers and content.

Steve’s remarks included the recent release of the Open Business Architecture (O-BA) Preliminary Standard Part I to Support Business Transformation.  This is the first in a series of installments that will help Business Architects get to grips with transformation initiatives and manage the demands of key stakeholders within the organization. Steve also referenced William Ulrich, President, Business Architecture Guild, who consulted on the development of the standard.

The plenary began with Jeff Scott, President, Business Innovation Partners, with his presentation “The Future of Business Architecture, Challenges and Opportunities”.  Jeff stated some interesting facts, which included noting that Architects are among the best and brightest members of our organizations.  He also stated that Business Architects need support from a wide group of senior managers, not just the CEO. The ultimate goal of Business Architecture is not to model the organization but to unlock organizational capacity and move forward.

By Loren K. Baynes

Jeff Scott

The Business Architecture (BA) theme continued with Aaron Rorstrom, Principal Enterprise Architect, Capgemini.  Aaron further elaborated on The Open Business Architecture (O-BA) Standard.  The O-BA Standard provides guidance to companies for establishing BA practice and addresses three transformation challenges: consistent communication, alignment and governance, systemic nature.

The sessions were followed by Q&A moderated by Steve Nunn.

Up next was “ArchiMate® 3.0 – A New Standard for Architecture” with Marc Lankhorst, Managing Consultant and Service Line Manager, Enterprise Architect, BiZZdesign and Iver Band, Enterprise Architect, Cambia Health Solutions.

Marc and Iver discussed practical experiences and a Healthcare case study, which included a discussion on personal health and wellness websites.

ArchiMate®, an Open Group standard, provides a language with concepts to describe architectures; a framework to organize these concepts; a graphical notation for these concepts; a vision on visualizations for different stakeholders. ArchiMate 3.0 has recently been released due to: the increasing demand for relating Enterprise Architecture (EA) to business strategy; technology innovations that mix IT and physical world; usage in new domains (i.e. manufacturing, healthcare, retail); improved consistency and comprehensibility; improved alignment between Open Group standards, notably TOGAF®.

The final session of Monday’s plenary featured a panel on “Architecture Standards Development” with Marc Lankhorst, Iver Band, Mike Lambert (Fellow of The Open Group) and Harry Hendrickx (Business Architect, Hewlett Packard Enterprise).  Moderated by Chris Forde, GM, Asia Pacific and VP, Enterprise Architecture, The Open Group, the panel represented a diverse group of the population contributing to the development of open standards.

In the afternoon, sessions were divided into tracks – Security, ArchiMate, Open Business Architecture.

Don Bartusiak, Chief Engineer, Process Control, ExxonMobil Research & Engineering presented “Security in Industrial Controls – Bringing Open Standards to Process Control Systems”.  Don went into detail on the Breakthrough R&D project which is designed to make step-change improvement to reduce cost to replace and to increase value generation via control system.  ExxonMobil is working with The Open Group and others to start-up a consortium of end user companies, system integrators, suppliers, and standards organizations for sustained success of the architecture.

Also featured was “Applying Open FAIR in Industrial Control System Risk Scenarios” by Jim Hietala, VP, Business Development and Security, The Open Group.  The focus of ICS systems is reliability and safety.  Jim also shared some scenarios of recent real life cyberattacks.

The evening concluded with guests enjoying a lively networking reception at the Four Seasons.

Day two on Tuesday, July 19 kicked off the Open Source/Open Standards day with a discussion between Steve Nunn and Andras Szakal, VP & CTO, IBM U.S. Federal. Steve and Andras shared their views on Executable Standards: convergence of creation of open source and innovation standards; the difference between Executable Standards and traditional standards (i.e. paper standards); emergence of open source; ensuring interoperability and standardization becomes more effective of time. They further explored open technology as driving the software defined enterprise with SOA, social, Open Cloud architecture, e-Business, mobile, big data & analytics, and dynamic cloud.

A panel session continued the conversation on Open Standards and Open Source.  The panel was moderated by Dave Lounsbury, CTO and VP, Services for The Open Group.  Panelists were Phil Beauvoir, Archi Product Manager, Consultant; John Stough, Senior Software Architect, JHNA, Inc.; Karl Schopmeyer, Independent Consultant and representing Executable Standards activity in The Open Group.  Topics included describing Archi, Future Airborne Capability Environment (FACE™, a consortium of The Open Group) and OpenPegasus™, an open-source implementation of the DMTF, CIM and WBEM standards.

The Open Group solves business problems with the development and use of open standards.  Interoperability is key.  Generally, no big barriers exist, but there are some limitations and those must be realized and understood.

Steve presented Karl with a plaque in recognition of his outstanding leadership for over 20 years of The Open Group Enterprise Management Forum and OpenPegasus Project.

Rick Solis, IT Business Architect, ExxonMobil Global Services Co. presented “Driving IT Strategic Planning at IT4IT™ with ExxonMobil”.  Business is looking for IT to be more efficient and add value. ExxonMobil has been successfully leveraging IT4IT concepts and value chain. The IT4IT™ vision is a vendor-neutral Reference Architecture for managing the business of IT.  Rich emphasized people need to think about the value streams in the organization that add up to the business value.  Furthermore, it is key to think seamlessly across the organization.

Joanne Woytek, Program Manager for the NASA SEWP Program, NASA spoke about “Enabling Trust in the Supply Chain”.  SEWP (Solutions for Enterprise-Wide Procurement) is the second biggest IT contract in the US government.  Joanne gave a brief history of their use of standards, experience with identifying risks and goal to improve acquisition process for government and industry.

Andras Szakal again took the stage to discuss mitigating maliciously tainted and counterfeit products with standards and accreditation programs.  The Open Trusted Technology Provider™ Standard (O-TTPS) is an open standard to enhance the security of the global supply chain and the integrity of Commercial Off The Shelf (COTS) Information and Communication Technology (ICT). It has been approved as an ISO/IEC international standard.

Afternoon tracks consisted of Healthcare, IT4IT™, Open Platform 3.0™ and Professional Development.  Speakers came from organizations such as IBM, Salesforce, Huawei, HPE and Conexiam.

The evening culminated with an authentic Texas BBQ and live band at Laguna Gloria, a historic lakefront landmark with strong ties to Texas culture.

By Loren K. Baynes

The Open Group Austin 2016 at Laguna Gloria

Wednesday, July 20 was another very full day.  Tracks featured Academia Partnering, Enterprise Architecture, Open Platform 3.0 (Internet of Things, Cloud, Big Data, Smart Cities), ArchiMate®.  Other companies represented include San Jose State University, Quest Diagnostics, Boeing, Nationwide and Asurion.

The presentations are freely available only to members of The Open Group and event attendees.  For the full agenda, please click here.

In parallel with the Wednesday tracks, The Open Group hosted the third TOGAF® User Group Meeting.  The meeting is a lively, interactive, engaging discussion about TOGAF, an Open Group standard.  Steve Nunn welcomed the group and announced there are almost 58,000 people certified in TOGAF.  It is a very large community with global demand and interest.  The key motivation for offering the meeting is to hear from people who aren’t necessarily ‘living and breathing’ TOGAF. The goal is to share what has worked, hasn’t worked and meet other folks who have learned a lot from TOGAF.

Terry Blevins, Fellow of The Open Group, was the emcee.  The format was an “Oxford Style” debate with Paul Homan, Enterprise Architect, IBM and Chris Armstrong, President, Armstrong Processing Group (APG).  The Proposition Declaration: Business Architecture and Business Architects should be within the business side of an organization. Chris took the ‘pro’ position and Paul was ‘con’.

Chris believes there is no misalignment with Business and IT; business got exactly what they wanted.  Paul queried where do the Business Architectures live within the organization? BA is a business-wide asset.  There is a need to do all that in one place.

Following the debate, there was an open floor with audience questions and challenges. Questions and answers covered strategy in Architecture and role of the Architect.

The meeting also featured an ‘Ask the Experts’ panel with Chris Forde; Jason Uppal, Chief Architect, QRS; Bill Estrem, TOGAF Trainer, Metaplexity Associates; Len Fehskens, Chief Editor, Journal of Enterprise Architecture, along with Chris Armstrong and Paul.

Organizations in attendance included BMC Software, City of Austin, Texas Dept. of Transportation, General Motors, Texas Mutual Insurance, HPE, IBM.

A more detailed blog of the TOGAF User Group meeting will be forthcoming.

A special ‘thank you’ to all of our sponsors and exhibitors:  avolution, BiZZdesign, Good e-Learning, Hewlett Packard Enterprise, AEA, Orbus Software, Van Haren Publishing

@the opengroup #ogAUS

Hope to see you at The Open Group Paris 2016! #ogPARIS

By Loren K. BaynesLoren K. Baynes, Director, Global Marketing Communications, joined The Open Group in 2013 and spearheads corporate marketing initiatives, primarily the website, blog, media relations and social media. Loren has over 20 years experience in brand marketing and public relations and, prior to The Open Group, was with The Walt Disney Company for over 10 years. Loren holds a Bachelor of Business Administration from Texas A&M University. She is based in the US.

 

 

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The Open Group Launches the Open Business Architecture (O-BA) Preliminary Standard Part I to Support Business Transformation

The first release of a three part standard designed to improve alignment, governance and integration between the different aspects of business transformation projects

The Open Group, the vendor-neutral IT consortium, has today launched the Open Business Architecture (O-BA) Preliminary Standard Part I, an Open Group standard. The standard focuses on transformations to the enterprise or organization, defining an approach that ensures a clear understanding of the business vision by all stakeholders throughout the enterprise transformation lifecycle. Working in accordance with the standard enhances alignment, governance, and integration between all aspects of business transformation projects.

O-BA Part I describes the practice through a Business Architecture framework called the five-ways framework, the structural challenges it tries to resolve, and how these are resolved by applying the standard. Part I is focused on decision-making and direction-setting.

Developed by The Open Group Governing Board Business Architecture Work Group, this is the first installment of a three-part standard. Combined, the three parts of the standard will explicitly address all aspects of a business architecture practice. Not only will it examine the holistic approach in modeling required, but also the way of working and thinking, as well organizing and supporting.

The standard clearly defines the systemic nature of transformations, the varying interests and goals of stakeholders, and prepares for consistent communication of business priorities and needs throughout the transformation lifecycle. It addresses a real need to solve structural challenges in enterprise and organizational transformations.

O-BA Part I is being published initially as a Preliminary Standard since it addresses an emerging area of best practice. It is therefore subject to change before being published as a full Open Group Standard in due course.

“The Open Business Architecture Standard Part I is the first in a series of installments that will help Business Architects get to grips with transformation initiatives and manage the demands of key stakeholders within the organization,” commented Steve Nunn, President and CEO, The Open Group. “Organizations must now take advantage of open standards like O-BA, to support infrastructures that can enable the kind of Boundaryless Information Flow™ today’s digital enterprises need.”

William Ulrich, President, Business Architecture Guild, who has consulted on the development of the standard, added, “Business architecture continues to expand globally, across multiple industries. This is exemplified by the expansion of the discipline at the grassroots level and across standards organizations. Business architecture has reached a stage where business executives are not only taking notice, but taking action.”

“This standard is an answer to the increasing need for a modern practice, as we observe in many communication service providers transforming to digital service providers: focused on business value, centered on customer experience and open to the digital industry ecosystem”, said Giovanni Traverso, Principal Enterprise Architect at Huawei Technologies, Global Technical Services, who are a Platinum member of The Open Group.

Open Business Architecture (O-BA) – Part I, is available to download as a pdf from The Open Group website, and was presented to attendees at The Open Group Austin Event on July 18th.

Global Business Communications

@theopengroup #ogAUS

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The Open Group Austin Event to Take Place July 18-21, 2016

The Open Group, the vendor-neutral IT consortium, is hosting its latest event in Austin, TX, USA July 18—21, 2016. The event, taking place at Austin’s Four Seasons Hotel, will focus on open standards, open source and how to enable Boundaryless Information Flow™.

Industry experts will explain how organizations can use openness as an advantage and how the use of both open standards and open source can help enterprises support their digital business strategies. Sessions will look at the opportunities, advantages, risks and challenges of openness within organizations.

The event features key industry speakers including:

  • Steve Nunn,  President & CEO, The Open Group
  • Dr. Ben Calloni, Fellow, Cybersecurity, Lockheed Martin Aeronautics
  • Rick Solis, IT Business Architect, ExxonMobil Global Services Co
  • Zahid Hossain, Director, IT Architecture, Nationwide
  • William Wimsatt, Oracle Business Architect, Oracle

Full details on the agenda and speakers can be found here.

The Open Business Architecture Standard (O-BA) and ArchiMate® 3.0, a new standard for Architecture, will be the focus of Monday’s keynote sessions. There will also be a significant emphasis on IT4IT™, with the Tuesday plenary and tracks looking at using and implementing the IT4IT™ Reference Architecture Version 2.0 standard.

Further topics to be covered at the event include:

  • Open Platform 3.0™ – driving Lean Digital Architecture and large scale enterprise managed cloud integration
  • ArchiMate® – New features and practical use cases

Member meetings will take place throughout the course of the three-day event as well as the next TOGAF® User Group meeting taking place on July 20.

Registration for The Open Group Austin event is open now, is available to members and non-members, and can be found here.

By The Open Group

@theopengroup #ogAUS

For media queries, please contact:

Holly Hunter
Hotwire PR
+44 207 608 4638
UKOpengroup@hotwirepr.com

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The Open Group London 2016 – Day One Highlights

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

On Monday, April 25th, The Open Group London 2016 kicked off with an opening speech from The Open Group President and CEO Steve Nunn to a packed room at the Central Hall Westminster.  The magnificent venue is just a stone’s throw from the iconic Westminster Abbey. Almost 300 guests from 27 countries around the globe have joined this exciting, informative event.

After a warm welcome and a recap of the successes of The Open Group IT4IT™ Forum to date – including the launch of the Standard and Management Guide – Steve went on to announce the launch of the IT4IT™ Certification Program.

The IT4IT Foundation Certification is now available to individuals who demonstrate knowledge and understanding of the IT4IT™ Reference Architecture, Version 2.0 standard. The first level of certification being launched provides validation that the candidate has gained knowledge of the terminology, structure, basic concepts, and understands the core principles of the IT4IT Reference Architecture and the IT Value Chain.

Monday’s plenary sessions continued the focus on  IT4IT, beginning with a presentation from Tony Price, Director, WW IT4IT Strategic Consulting, Hewlett Packard Enterprise, and Erik van Busschbach, World-Wide Chief Technologist for IT Management, HPE Software Services CTO Office, Hewlett Packard Enterprise. Erik and Tony explained how organizations can use IT4IT to move away from talking about Architecture towards discussions around business value. Every audience wants value but they all perceive this value in different ways. Tony explained the importance of contextualizing value to individuals in order for it to be effective.

By Loren K. Baynes, Director, Global Marketing Communications

Erik van Busschbach, Tony Price, Steve Nunn

The IT4IT discussion also featured a joint presentation on ‘Managing the Business of IT’ from Michael Fulton, Principal Architect, CC&C Solutions; David Hornford, Managing Partner, Conexiam; Luke Bradley, Principle Architect, Technology Shared Services Centre, Vodafone Group; David Gilmour, Director, Panastra Pte Ltd, Singapore.

The speakers went into detail about the impact IT4IT can have on an organization. Mike Fulton started with the basics of IT4IT and the Value Chain model, before going on to discuss where IT4IT fits into TOGAF®, an Open Group standard, COBIT and Agile. Luke Bradley provided insight into how IT4IT was being used at Vodafone Group, where there are four main areas of transformation – process, service model, organization, and technology. The importance of getting away from bulk renewal projects and moving towards smaller sensible building blocks was stressed by David Gilmour, who also explained how IT4IT was a “jolly good thing” for business, which raised a smile in the packed-out room.

Gunnar Menzel, Vice President & Chief Architect Officer, ‎Capgemini, came to the stage proudly displaying his medal from the London Marathon from the day before the event – many congratulations to him for a fantastic time of 03:52:15! His presentation focused on how IT4IT can help with Agile DevOps. Businesses that realize DevOps’ full potential are more agile in providing new products and services and can deliver superior quality, but enterprises often encounter difficulties due to the growing number of product choices, definitions and services.

Gunnar directed delegates to The Open Group whitepaper, ‘IT4IT™ Agile Scenario’, which was released in February 2016 and includes a DevOps definition, DevOps Maturity Model as well as a DevOps Implementation framework.

The final session before Monday’s break for lunch came from Henry Franken, CEO at BiZZdesign and chair of The ArchiMate® Forum at The Open Group. Henry presented the results of a survey looking at business transformation, noting that a “business as usual” approach is preventing effective business transformation, along with a lack of strategic design insights and a lack of organizational commitment. He explained how businesses should be taking small steps to embrace change, collaborate on change and make sure to utilize techniques to digitize change capabilities.

The afternoon saw additional tracks taking place on IT4IT, Security and Enterprise Architecture, including:

  • Trusted and Secure OpenStack Cloud, Shawn Mullen, Cloud Security Architect, IBM, US
  • Seven Reasons IT4IT™ is Good News for Architects, Daniel Warfield, Senior Enterprise Architect, CC&C Americas
  • A Future for Enterprise Architecture, Len Fehskens, Chief Editor, Association of Enterprise Architects
  • Mils Initiatives: Emerging Open Group Standards for Modular Approach to Critical Systems, Rance DeLong, Staff Scientist – EC Projects, The Open Group

Sally Long, Director of The Open Group Trusted Technology Forum (OTTF), also presented on OTTF in a session which focused on cybersecurity and supply chain risks, how the standard and the accreditation can address them, and what steps organizations can take to assure products are more secure and enterprises stay safe. The presentation was a recap of a recently recorded webinar which can be found here.

Robert Wiesman, CEO at Build the Vision Inc., took the opportunity to discuss his use of EA as a business technique to conduct Architecture-based planning for a huge business transformation.

After a full day of sessions, the first day of the London event concluded with drinks and networking at the Central Hall Westminster.

@theopengroup #ogLON

By Loren K. Baynes, Director, Global Marketing CommunicationsLoren K. Baynes, Director, Global Marketing Communications, joined The Open Group in 2013 and spearheads corporate marketing initiatives, primarily the website, blog, media relations and social media. Loren has over 20 years experience in brand marketing and public relations and, prior to The Open Group, was with The Walt Disney Company for over 10 years. Loren holds a Bachelor of Business Administration from Texas A&M University. She is based in the US.

 

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Ensuring Successful Enterprise Architecture by Following Kotter’s Eight Stage Journey

By Stuart Macgregor, CEO, Real IRM Solutions and The Open Group South Africa

These industry insights look at John Kotter’s eight stages of change management, and explore his timeless blueprint for effective change leadership. These change management principles can gel with an enterprise architecture (EA) roadmap to achieve business transformation.

The company’s EA practice is viewed as the engine room that powers the move towards transformation, and not the end-goal in itself. However, Kotter’s eight stages have a huge role to play in the development of an EA practice.

Stage 1 – Establishing urgency

The journey begins with breaking new ground, jolting people out of their comfort zones, and forcing them to deal with often uncomfortable realities. Change, in general, is something people tend to resist – and one of the first tasks for change agents is to overcome the powerful forces of tradition.

This stage requires executives to arrive at a brutally honest assessment of the company as it currently stands. It means exposing issues that may hinder growth and adaption in the future. It involves assessing the market realities, confronting macro, global forces – and identifying all the possible crises, barriers, sources of resistance, as well as potential opportunities.

Most importantly, it requires leaders and change agents to start removing the sources of complacency within the company. In other words, they must refute the reasons that some use to believe change isn’t necessary, or that the cost of change will be too great.

Establishing (or reinvigorating) the company’s EA practice is vital in making a successful start on the change journey.

EA rises to the fore as the primary toolset that will enable lasting positive change. It guides the company from a state of fragmented applications, organisational structures and processes – and builds an integrated and optimised environment.

In short, EA fuses the business model imperatives and the IT portfolio.

Establishing a sense of urgency among key stakeholders (a process that is triggered by the company CEO) makes the formation of change leadership structures possible. From an architectural perspective, these are bodies like business architecture governance committees, architecture review boards, and IT steering committees.

Without adequate governance, enterprise architecture will remain a theoretical concept that will fail to deliver any transformational business benefits. This, in fact, moves the process neatly on to stage two…

Stage 2 – Creating the guiding coalition

Kotter shows that a strong, core team (the “guiding coalition”) lies at the heart of any good change strategy. From there, the message of change radiates outwards to stakeholders throughout the broader company and its extended ecosystem.

Importantly, this coalition must possess people with one or more of the following characteristics:

  • Position of power… from executives, to line managers, to others with an influential stature in the enterprise, it is essential to enlist the support of decision-makers at an early stage.
  • Expertise… team members with diverse skill sets and points of view, and experience in many of the key areas of the enterprise.
  • Credibility… those involved in the coalition need to have strong reputations and the ability to sway the mindsets of others that are hesitant to buy in to the change strategy.
  • Leadership… it is essential for the team to include proven leaders who are capable of the kind of visionary, strategic thinking that the coalition will demand.

The team is pulled together by mutual trust, a shared vision for the future, and a passion to achieve these common goals. While at this stage the end-state of business transformation may not be in view, there is a shared recognition that the company needs to change the way it operates.

From an EA perspective, this guiding coalition sets the tone where EA starts to be viewed as a business entity of sorts. In a fully functioning EA practice, the company manages its ‘stock in trade’ (the corporate intellectual capital), and assembles the various components into EA products and services that address specific stakeholder requirements.

By starting to run the EA practice as if it was like a business in itself, even at these early stages, the coalition sets out on the right path – one that will eventually see the company formalising and packaging intellectual capital, and turning it into a corporate asset.

The business model will work if the various stakeholders within the company receive more value than their perceived cost of contribution. For example, HR may benefit from having a clear map of everyone’s role profile; internal audit may value the accurate view of weaknesses in the company’s internal processes. Something of a virtuous feedback loop develops.

Stage 3 – Developing a vision and strategy

In Kotter’s third stage – “developing a vision and strategy” – the guiding coalition sets to work on crafting the vision of change and transformation.

This typically runs as an iterative, sometimes even messy, process. Many different perspectives from the various stakeholders are considered, as different role-players provide a number of alternative ways to approach problems and reach goals.

As Kotter reiterates, this is a stage that encompasses both the head and the heart. It is a dynamic process that sees the value of strong teamwork rising to the fore – as the guiding coalition eventually settles on a unified approach..

A shared vision

Because of this complexity, the coalition can take weeks, even many months, to achieve a coordinated strategy for the future. Once established, a key contribution of the enterprise architecture (EA) practice is reducing the time taken to produce deliverables – such as the business capability map, for example.

Developing the vision requires the coalition spearhead a number of initial EA work-streams.

To begin with, a set of initial readiness assessments need to be conducted. These provide a clear barometer of where the organisation currently stands, in terms of the maturity and health of its existing EA practice, or its ability to easily embed a new EA framework. The assessments play a vital role in informing the vision for the future state.

Creating a library of definitions is an important early stage activity that ensures all the key stakeholders start from a common understanding of what EA, and a number of other important concepts and terminologies, really means.

Each of these needs to be considered across three dimensions: EA domains, the EA continuum and the EA architecture practice:

  • EA domains consist of business architecture, information architecture, data architecture, applications architecture, and technology architecture.
  • The EA continuum considers reference models at a group/enterprise level, an individual business or divisional level, as well as at product application and product focus level.
  • The EA architecture practice spans the areas of EA products and services, EA people, EA content (models, principles, standards, inventory, etc), as well as processes and tools.

Guiding principles are formulated across these three dimensions and serve as input to EA vision and strategy.

So, what exactly does the vision need to look like? While there is no singular approach to this, Kotter outlines a number of important characteristics inherent in any good vision that a guiding coalition composes.

He says it must be imaginable, desirable, feasible, focused, and flexible. Finally, it must be simple to communicate (something I will look at more closely in my next Industry Insight).

A guiding coalition

As the vision starts to crystallise, the coalition segments it into different work-streams – and assigns champions to each of these. Having individuals accountable for every aspect of the vision creates a strong sense of ownership, and ensures essential aspects are never overlooked.

It is only by following this thorough approach to developing the vision that the company can address its core system challenges at a root cause level, and overcome the well-worn situation of endless ‘quick fixes’.

It must be imaginable, desirable, feasible, focused, and flexible.

Too often, budget and time constraints force companies to address only the surface symptoms – by implementing disjointed, piecemeal improvements that fail to address the underlying issues, and serve to undermine the company’s EA practice.

These kinds of vicious cycles start circling throughout the organisation. As its structures become increasingly dependent on ad hoc quick fixes, they are continually weakened. In today’s competitive market environments, this is something that businesses can ill afford to let happen.

But, by following the vigorous approach to strategy and vision creation, the guiding coalition ultimately arrives at a strategic plan that describes how the business will transition, what the end-state will look like, and where investments, energy and focus need to be directed.

As everyone buys into the vision, change agents foster a better understanding of the ‘customer’ (internal stakeholders within the enterprise), the ‘products’ (the capabilities made possible by the EA practice), and how these products will be structured and packaged to address particular business needs.

Stage 4 – Communicating the vision

From the outset, the guiding coalition is responsible for communicating the EA vision to a nucleus group of stakeholders. As the EA practice develops momentum, the communication emanates outwards, to an increasingly broad group of stakeholders within the business.

Clearly, in this phase, timing is everything.

Over time, the EA practice evolves from its fledgling state, to greater levels of maturity. As this happens, the nature of the messages will change.

John Kotter (who advises on the eight stages of change management) says the communication needs to contain the following characteristics:

  • Simplicity (eliminating jargon and verbosity)
  • Metaphor-rich (pictures are worth a thousand words)
  • Multiple forums (leadership sessions, team meetings, newsletters, Intranets, etc)
  • Repetition (to reinforce the key messages and ensure they ‘sink in’)
  • Leadership by example (conduct from leadership that aligns with the communications and messaging)
  • Explaining apparent inconsistencies (address everything that seems counterintuitive or illogical, to avoid the communication being undermined)
  • Two-way communication (involving a feedback loop wherever possible greatly increases engagement and empowerment levels)

Put simply, the goal of this phase is to ensure the right staff are provided with the right information, at the right time – and empowered to work constructively within the new EA framework.

The advantages of formalising corporate intellectual property and establishing an EA practice need to be clearly articulated – at both an individual level and a company-wide level. If the EA vision is not clearly understood, people will very quickly disengage. They will revert to old habits and frameworks of working, and the timelines for the EA practice to start delivering business value will increase.

Too often, the coalition becomes overly enamoured with EA as a discipline – too ‘inwardly-focused’ – and forgets about the importance of communicating regularly with key stakeholders, business owners, and decision-makers across the organisation.

In fact, there is a continuum, ranging on the one end from the purist that “sits in an Ivory Tower” and becomes too academic and removed from the business, to the other end of the spectrum, with an EA practice experienced in the realities of the company, knows its challenges (eg, political, technical, legacy-related), and takes a pragmatic approach to EA.

The latter is the approach most likely to succeed in generating a sustainable and value-adding EA practice.

Over time, the EA practice evolves from its fledgling state to greater levels of maturity.

Here I use the analogy of running the EA practice like a business in itself: through delivering value to stakeholders one builds a relationship where people willingly engage with the EA practice. In this ideal scenario, positive word of mouth is created – which becomes one of the most valuable forms of internal communication.

Another very impactful form of communicating the vision is when the coalition exemplifies the behaviour it is seeking to establish in others, and ‘leads by example’. By becoming a role model, the coalition is more likely to succeed in its quest to develop new ways of working within the broader company.

Stage 5 – Empowering action

But communication alone is not enough. Ensuring the broad-based empowerment of people involves doing the following:

  • Teams need to understand the vision for business transformation and the EA value proposition that will enable it. Individuals must internalise this, consider what it means to them, and truly buy into the vision. They, in turn, will become ‘marketers’ of the company’s EA practice – articulating the vision to other stakeholders.
  • Teams need to receive quality, comprehensive training on the EA disciplines and activities as they relate to the individual’s particular function within the company. They must be empowered with the architecture content that allows them to start harvesting information.
  • From there, teams need to populate all of this existing content (such as business strategies, IT strategies, existing applications portfolios, etc) into an integrated EA repository, fully embedded in the organisation.
  • An EA methodology – such as TOGAF – is customised and tailored to the company. This means aligning the EA process with the systems development life cycle, strategic planning, corporate governance, and business process improvement, for example.
  • Any barriers, at any stage, need to be swiftly removed, so individuals are unleashed to work and to add value within the new framework.

Stage 6 – Generating short-term wins

Quick wins, even on a small scale, become the catalyst to building momentum in enterprise architecture.

By this point in the process of business transformation, the company has established and communicated the vision for change, and then begun the process of empowering the right teams to start executing on that vision.

Now, as it starts to package some of the early-phase model content, it becomes crucial for the fledgling enterprise architecture (EA) practice to generate some quick wins. Demonstrating tangible business value, even on a small scale, helps to maintain the interest of key stakeholders, and ensures the momentum doesn’t start to wane.

In fact, a virtuous cycle should begin to emerge: as the EA practice develops the operational capability to satisfy some business needs, stakeholders begin to recognise the business value. This leads to positive word-of-mouth being spread throughout the company, which in turn stimulates increased levels of demand from various quarters.

Ultimately, this demand translates into increased willingness to invest in the EA journey. With greater levels of buy-in, the EA practice’s operational capabilities continue to expand, and the cycle continues.

Stage 7 – Success breeds success

Short-term wins become the catalyst to building momentum in EA. John Kotter says these early successes are vital for a number of reasons, including the following:

  • Providing evidence that sacrifices are worth it: many staff within the coalition and other areas of the business have invested great time and energy in getting to this point.
  • Reward change agents with a pat on the back: adding business value is the biggest recognition of success.
  • Help fine-tune vision and strategies: insights learned from practically applying EA can be fed back into the strategic thinking.
  • Undermine cynics and self-serving resisters: tangible EA successes start to erode the credibility of naysayers.
  • Keep bosses on board: maintaining the support of line managers, executives, and other senior stakeholders happens naturally
  • Build momentum: more and more people are drawn into the developing EA practice, as people want to associate with a ‘success story’.

It goes without saying that these short-term wins need to be built on a sustainable and professional EA practice. The foundations must be strong – so the content can be easily accessed, and re-used for further process improvement in other areas of the business.

As the demand for business transformation increases, the EA practice needs to manage expectations and delivery. The EA team cannot take on ‘too much’ in the early stages, and be seen as the team that slows things down, or hampers innovation and change.

Essentially, the value that stakeholders derive from EA needs to continually exceed their perceived cost of contribution.

As the practice reaches out into the broader company, new opportunities emerge for specialists to contribute their unique insights. To keep the right people on the team, the company also needs to attend to human capital issues, like:

  • Ensuring key EA staff members have professional development paths and the opportunities to further their formal qualifications.
  • Providing mentoring (from within the organisation, or by pulling in outside mentors).
  • Performance management processes that ensure staff are accurately rewarded for their performance.

With the right team in place, the lead architect’s focus can shift from the everyday EA operations to higher-value activities. These include continually engaging with executives from across the business – to extend the scope of the EA practice and ensure it remains relevant and value-adding.

The value that stakeholders derive from EA needs to continually exceed their perceived cost of contribution.

The lead architect and the team can concentrate on understanding the potentially disruptive “nexus of forces” (cloud, mobility, big data and social), conducting impact assessments, scenario planning, and implementing new strategies.

The architecture team is then operating on all three levels – strategic, tactical and operational; and facilitating learning across the enterprise.

In this way, the chief architect and his EA team start to position themselves as trusted advisors and business partners to the company – becoming a crucial leadership support function. Ultimately, the true measure of the EA team’s worth is the extent to which the company engages with it, and the extent to which business transformation has been realised.

Stage 8 – Making it stick

Shifting from a state of architecture execution to architecture leadership is the next step in the EA journey.

Kotter’s final stage guides an organisation on the optimum ways that change can be embedded, anchored and matured. From an Enterprise Architecture (EA) perspective, these phases relate to the ‘professionalising’ of the EA practice.

Earlier, we looked at generating tangible “early wins” in the EA practice, and how they can echo throughout the organisation, as positive word-of-mouth spreads. The next step is to build on this momentum and to establish EA across every layer of processes, people, content, and tools, and products/services.

So, what are the hallmarks of a mature-state EA practice?

  • Entrenching the ethos of “running the EA practice like a business”… The foundation of the ‘business model’ includes five process areas: managing the business, enhancing market reputation, winning better business, delivering valued solutions, and growing the EA capability. In this way, resource allocation remains tightly synced with business need.
  • Innovation… EA essentially manages intellectual capital as an asset, translating tacit individual knowledge into organisational assets, in the form of models – which fuels constant innovation. Ideas are crowd-sourced from employees and partner ecosystems, and then analysed and prioritised according to business impact.
  • Strategic planning is dynamic and living… As intellectual capital becomes formalised as a corporate asset, the company can perform strategic planning at a higher level. This enables it to respond with agility to any changes in the external environment, as well as evolving business models within the company walls.
  • Business processes and capabilities become optimised… integrated business processes are naturally (willingly) enforced across the business. Process owners and system custodians focus on the right business capabilities and continually optimise processes.
  • Investment… The organisation targets its technology investment on IT assets that support identified and measurable business objectives, all within the framework of EA.

These fundamentals represent a shift from a state of “EA execution” to what can be referred to as “architecture leadership”.

In this state of advanced EA maturity, EA should also be repositioned and de-coupled from the IT department. Ideally, EA practice leaders should be moved to the office of the CEO, reporting to a function such as transformation management.

One of the most important facets of successfully transitioning from isolated early wins to EA leadership, which is embedded throughout the company, is ensuring key people are retained. The departure of important individuals can have catastrophic consequences at this stage – meaning EA never becomes entrenched.

For this reason, successful business leaders place a high emphasis on training, mentoring and further developing the EA teams. As ambitions soar, and people develop a passion for EA, industry bodies like The Open Group provide a useful outlet for this energy.

By contributing to the industry standards that are developed by The Open Group, individuals enjoy a greater sense of purpose – a tangible feeling that they are working on ‘something bigger’. Added to this, new opportunities open up, to develop their careers and networks.

For the company, this represents something of a win-win situation. By retaining these key specialists, it ensures the EA programme does not suffer interruptions or collapses.

As the success of the EA practice continues and the solution base expands, a virtuous cycle develops momentum: more and more ‘customers’ within the company start benefiting from EA, and more and more people are willing to invest in it.

The change process speeds up and becomes smoother; the ambit of EA broadens, and starts to influence every aspect of the business – including things like strategy planning, risk management, business transformation, and even mergers and acquisitions.

The essence of EA – that of managing complexity and change – is never forgotten. This new world requires new ways of thinking to address challenges and grab opportunities. Simply put, firms that continue to perpetuate old practices, will be left in the dust.

I’ll leave you with one of the pioneers of EA, John Zachman, who succinctly describes this essential fact:

“Increasing flexibility and reducing time to market… will only happen with responsible and intellectual investment, in developing and maintaining Enterprise Architecture, to deliver quality information, to produce a quality enterprise.”

By Stuart Macgregor, CEO, Real IRMStuart Macgregor is the CEO, Real IRM Solutions and  The Open Group South Africa. Through his personal achievements, he has gained the reputation of an Enterprise Architecture and IT Governance specialist, both in South Africa and internationally.

 

Macgregor participated in the development of the Microsoft Enterprise Computing Roadmap in Seattle. He was then invited by John Zachman to Scottsdale, Arizona to present a paper on using the Zachman framework to implement ERP systems. In addition, Macgregor was selected as a member of both the SAP AG Global Customer Council for Knowledge Management, and of the panel that developed COBIT 3rd Edition Management Guidelines. He has also assisted a global Life Sciences manufacturer to define their IT Governance framework, a major financial institution to define their global, regional and local IT organizational designs and strategy. He was also selected as a core member of the team that developed the South African Breweries (SABMiller) plc global IT strategy.

Stuart, as the lead researcher, assisted the IT Governance Institute map CobiT 4.0 to TOGAF®. This mapping document was published by ISACA and The Open Group. He participated in the COBIT 5 development workshop held in London in 2010.

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