Architecture, we learned from Vitruvius, is about utilitas, firmitas, and venustas - function, structure and beauty. Any innovation and transformation in the enterprise must ultimately impact the people we address, leading to better experiences. We advocate for the return of human-centric thinking in business and enterprise architecture. This allows us to go beyond the usual internal aspects when looking at the enterprise’s moving parts, and tie them to customer needs, experiences and interactions that complete the story. In turn, we can apply architecture to explore potential futures and putting strategic designs into action. Combining Experience Design practice with architecture work, tweaking our shared models of the enterprise to look from the outside in Leveraging architectural rigor and reuse to design transformations of enterprise ecosystems that impact human experience The fading importance of IT as Enterprise Architecture's key domain in a big data world where everything is going digital by default

1. Designing Experiences
with Outside-In Architecture
Mike Clark, Business Designer
Milan Guenther, eda.c
Enterprise Architecture
Conference Europe
June 16-18 2014

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navigation in a multidi-
mensional data space
tangible business
intelligence
seamless interaction
with decisional data
for sap research
walldorf
milan guenther
2008
sap is the largest software company in europe
and the third largest in the world. the company
provides business software and solutions.
tbi, a project for sap research, is a pioneering
user experience design project, enabling the user
to easily interact with business intelligence ap-
plications and to explore multi-dimensional data
spaces.
the system is a tangible interface that relies on
direct interaction with physical objects instead of
common user interface peripherics.
it enables people that are not or only partially
served by todays business intelligence and analyt-
ics tools to directly enter complex queries, perform
drill-down into the
detailed numbers
simulations, and explore the data.
tbi was designed in a user-centred approach,
working closely together with business intelli-
gence professionals and prospective users.
using extensive prototyping from simulations using
simple paper/wooden dummies to a high fidelity
prototype, the concept was elaborated iteratively.
the result is a vision on tomorrow‘s data-driven
collaborative intelligence tools.
8pirobase 8
9pirobase 9
logos
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© 2010 eda.c. all rights reserved
overview of activated
challenges
vw bluetrack
mobile assistence
system for sustainable
driving
for volkswagen
wolfsburg
dennis middeke
2009
volkswagen vehicles collect a lot of data about
driving behaviour and the condition of the vehicle.
besides the common display of the fuel consump-
tion, values like tyre pressure or the condition of
the driving surface can be analysed.
bluetrack is a mobile platform where volkswagen
drivers analyse their driving data. hints on energy
saving and good driving styles help them to im-
prove their fuel economy. exchange of information
and group challenges with other members of the
bluetrack community give an additional incentive
to improve individual driving behaviour.
analysis dis
virtual scen
their fuel sa
measures c
thus bluetra
mental frien
municate gr
brand imag
We are a Strategic Design Consultancy.
We are working at the intersection of organisational identity, architecture and experience. We combine
a design-led approach with a business mindset and technical expertise to create and retain enter-
prise-people relationships for our clients.
progress of the driving
behaviour
overview of activated
challenges

3. Traditional decision making environment

4. Focused on driving shareholder value, with limited complexity
Understand the key products of the organisation, and maximise profit
Return on investment is tied to the longer term plan
Focused on delivering requirements vs. outcomes
Greater focus on business operations vs. customers
A need to understand the inner workings of the organisation
A focus on long term planning
Traditional Business Focus Areas

5. How has Architecture responded?

6. Build a bridge between all business areas

7. Adopted a variety of frameworks

8. Developed a toolbox of standards, methods and competencies

9. customer
capabilities
offerings locations
process people
Built out the stock room of the business, which
enables reuse, traceability and common language

10. the
new
enterprise
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

11. our client us
?
?
?
big mobile service data
on-demand agile cloud
byod always on social
business apps!

12. everything, everywhere, all the time
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

13. smart enterprise
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Do this:
hire
fire
merge
sell
buy
expand
consolidate
quit

14. cupcakes
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17. # Transactions
€

18. # Transactions
C
orporate
Aw
kw
ardness
A

19. # Transactions
C
orporate
Aw
kw
ardness
A

20. Organisation
Enterprise
Suppliers Customers
Partners
Investors
Sales
Channels

23. Organisation
Enterprise
Suppliers Customers
Partners
Investors
Sales
Channels

24. add to enterprise awkwardness
short-term wins or long-term value
output quantity versus requirements
design in a silo on isolated problems
design for some organisational entity
arbitrary selection of aspects
base on team competencies
use familiar tools and representations
centring on a predefined process
use predefined deliverables
separate strategy from execution
reshape enterprise-people relationships
adaptable planning to a long-term vision
manage strategic intent and outcomes
appreciate systemic enterprise complexity
design for customers, staff and key actors
holistic exploration of aspects to consider
cast experts and talented generalists
create custom models for the challenge
constantly adapt the process to the context
opportunistically select or develop models
bridge strategy, concepts and creation
A Shift in Focus

25. The Gap
GAP
GA P
Customer
Outside in Inside Out
Organisation
Technology
Capability
Resources
Process
Offerings
Expectations
Motivations
Needs
Experience
Desired outcomes
Service quality

26. Thinking differently

27. Incorporating Design with architecture enables us to focus on the
experience of the customer with an alignment to business delivery

28. Incorporating Design with architecture enables us to focus on the
experience of the customer with an alignment to business delivery
By designing the business around the experience (instead of the
experience around the business) you create a more customer
focused organisation

29. The customer is brought into architecture
Customer
Outside in Inside Out
Offerings
Capabilities
Channels
Processes
Brand Promise
Needs
Brand Experience
Experiences
Motivations
Constraints
Organisation
Full Alignment

30. Needs
Delivery/Manage
Common information
Alignment
Full
Common information
Full outside in and inside out alignment
The customer is brought into architecture

31. Achieve Full Impact Analysis
Incorporating Design with architecture enables us to focus on the ex-
perience of the customer with an alignment to business delivery

33. We create a standard view of customer

34. The New Model
Mike Clark & Nick Malik

35. We start to focus on outcomes

36. Customer desired outcomes

37. Business implementation of outcomes

39. We adopt a new approach to change

40. We start to focus on the needs the business serves,
and how they serve them

41. We can then think about the ends and means
and how they effect the offerings, enabling us to grow
the business

43. identity
actors
business
communication
signs
touchpoints
people
information
things
services
function
interaction
places
organization
content
structure
operation technology
ANATOMYFRAMESDESIGNSPACERENDERING
enterprise
design
framework
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BIGPICTURE
architecture experience

44. 1
Prepare
2
Discover
3
Define
4
Ideate
Small iteration
Big iteration
5
Validate
6
Implement
7
Deliver

45. 1
Prepare
2
Discover
3
Define
4
Ideate
5
Validate
6
Implement
7
Deliver
Divergent Models
Abstract > Detailed
Understand & Explore
Convergent Models
Detailed > Abstract
Think & Define
Divergent Models
Abstract > Detailed
Make & Create
Convergent Models
Detailed > Abstract
Show & Tell
Small iteration
Big iteration

46. Constraints
Opportunities
Ideas
Concerns
Questions

47. Story
Customer Interaction
Stumble upon event –
sparks my interest,
mark for follow-up
Look into details,
schedule, location,
people, prices
Looking at Twitter
followers -
Phone/Tube
Complete registration,
make travel
arrangements
Attend the event, sign
in, do ad-hoc planning,
take notes, talk to
attendees
Do leisure activities,
visit the hosting city,
meet friends, attend
drink receptions, work
Depart, gp home/back
to work, look at notes,
incorporate learning
into your work
Next day at work, just
before lunch –NB/Desk
After dinner at home –
iPad/Couch
Travel – Reception
Desk – Venue - Phone
On the go, in the
hotel/flat - Phone
At work, talking to
colleagues
Context
CustomerExperienceServiceDesign&
Definition
Business Enablement
CapabilitiesValueStream
BusinessArchitecture
Business Architecture and Service – Legos and Build
Lead Persona:
John the Early Bird
Service Line:
Event Management
Role/Actor:
Event Participant
Event Notification
Service
Background Material
Service
Registration Support
Service
Manage Event Service
Point of interest
service
Learning and after care
Service
Marketing
Communication
Management
Collateral
Management
Customer
Management
Training &
Development
Management
Collateral
Management
Event Management
Communicate Event
Provide Event
Background
Register Attendees Deliver the Event
Provide Customer
Event Support
Provide Continued
post event Support
Channel
Management
Mike Clark & Milan Guenther, first presented at the SDN Service Design Conference 2013

48. r draft enterprise mapping combines those aspects in a single model.

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enterprise
DRR Framework
Evidence
Events
Community
Management
UNISDR.org
PreventionWeb.net
Campaign Sites
Event Sites
Level of Involvement
UNISDR
National Governments
Local Governments
Regional Governments
United Nations
Media
Champions
Parliamentatians
Private Sector
NGOs
Red Cross
Worldbank / Donors
Academic Community
Citizens
Teachers / Children
Networks
Understand the Mission
Discover DRR
Get Involved
Overview / Introduction
Explanations
Announcements
Participation
Public Social Networks
Business Case
Message
Identify Individual Challenges
...
...
Monitoring
Statistics
Calendar
Topic Discussion
...
Tools
Measures
...
Global / Regional Platforms
Dating
...
Progress
...
...
Workshops
Collaboration
...
Support
Learn / How-to Collaborate
Awareness Guidance Capacity Implementation
ValueActorsServiceLinesDigitalInteraction
KPIs KPIs KPIs KPIs
100% 80% 10% 5%

51. The benefits

52. The business is designed around the experience
Being able to align the customer needs with the business delivery
ensures that customers get what they want

53. What else is in it for
Drive offering driven strategies,
which are centered around the needs of people
Creates a fully adaptable 360 integrated model of the business,
which enables impact assessments
Creates a solid brand message,
enhancing the sale of existing, and new offerings
Business change focused on the customer experience and service delivery
Architecture aligned to the experience ensures
the business model is designed around the customer
Focused marketing, targeting the right customers, through the right channels
Full “Outside in” and “Inside out” alignment
Architecture rigor to customer design

54. Ready to take the first step?

55. save the date
ea forum
on enterprise design
by irm and eda.c
august 25-27 2014 in venice
www.irm.se/ea-forum-in-venice

56. Mike Clark, Business Designer
Independent Consultant
@mclark497
uk.linkedin.com/in/michaelclark01
www.bridging-the-gap.me
360
cohesion
Milan Guenther, Partner
eda.c, Paris
@eda__c
fr.linkedin.com/in/milanguenther
www.intersectionbook.com