The client: a large bank in Latin America. The business problem: loss of respect of the company in the market and the broader community, plummeting from highest to lowest in the region in a matter of months, with impacts throughout all aspects of the business. This real-life case study explores, step-by-step, the actual practices and underlying architecture principles that were used to tackle a major strategic issue with enterprise-wide scope, and set the groundwork for subsequent process development.

1. Respect as an architectural issue - a case-study in business survival Tom Graves , Tetradian Consulting IRM-EAC London, June 2011 info@tetradian.com / www.tetradian.com 12 Jun 2011 (c) Tom Graves / Tetradian 2011

2. Scope of enterprise-architecture (this, we’re often told, is the entire scope of enterprise-architecture )

3. Scope of enterprise-architecture (complete EA includes many other intersecting ‘ architectures ’ – security, process, brand, organisation etc)

5. A question of maturity 12 Jun 2011 (c) Tom Graves / Tetradian 2010 (adapted from maturity-model in TOGAF 9, chapter 51)

6. TOGAF scope in maturity-model 12 Jun 2011 (c) Tom Graves / Tetradian 2010 TOGAF 8.1 TOGAF 9 (...everything else is just ‘detail stuff’) Main emphasis of TOGAF, for IT-architecture only ‘ Big-picture’ strategy Pain-points + wicked-problems But business most wants us to work on these...

7. The business problem “ Loss of respect ” – fallen from most-respected bank in region to least-respected bank

10. Stage 1: Meeting with executive-team

12. Five Elements in all organisations (adapted from classic Group Dynamics project-lifecycle)

14. Working with Five Elements (Five Element workshop in progress, for a different organisation)

15. Functional Business Model (typical Functional Business Model, for a different organisation) Describe the structure of the work, how each part relates to other parts, and who is responsible

16. How is this business structured? (Functional Business Model process, with photos, for a different client)

18. Music as metaphor (music as metaphor for team-coordination – executive-team from another organisation)

19. Stage 2: Set-piece with frontline staff

20. Out in the firing-line … (workshop-facilitator in theatre with 400 frontline staff)

21. Getting issues out into the open … (each group described their issues and challenges at work)

23. Stage 3: Back with the executive-team

31. Strategy, tactics, operations (overall cycle and relationships need to be in balance)

32. The ‘ quick-money ’ failure-cycle (common source of ‘unexpected’ failure – focus only on immediate profit, with classic “ last year +10% ” used as a substitute for strategy)

36. Business outcomes

39. Many thanks!