These slides were presented as a 1 hour global webcast in partnership with The Open Group.
Summary: In an increasingly competitive landscape, organisations are becoming more aware how important it is to develop business services models that are aligned to customer values. Organisations that are not able to take a customer focused perspective are losing footing in the market as they attempt to understand what it means to architect for the customer.
Topics include:
- The Pressures caused by Disruption
- Performance and Expectation Gaps at the CxO level
- Improving Architecture Value
- Discipline Confusion
- Unifying the Enterprise
- Architecture Services Design
- Architecture Demand Analysis
Digital disruption is shifting business model design from a focus on product profitability to a stronger focus on customer experience and value. This webinar will look at environmental pressures and identify how to use business architecture and business design to address these changes.
Wreaked havoc on the publishing, communications, and entertainment industries as more and more information is being made available nearly free to billions of people.
Today, more than one-third of the human race is producing its own information on relatively cheap cellphones and computers and sharing it via video, audio, and text at near zero marginal cost in a collaborative networked world.
The zero marginal cost revolution is beginning to affect other commercial sectors , including renewable energy, 3D printing in manufacturing, and online higher education .
There are already millions of “prosumers”— consumers who have become their own producers— generating their own green electricity at near zero marginal cost around the world.
It’s estimated that around 100,000 hobbyists are manufacturing their own goods using 3D printing at nearly zero marginal cost.
Meanwhile, six million students are currently enrolled in free Massive Open Online Courses (MOOCs ) that operate at near zero marginal cost and are taught by some of the most distinguished professors in the world, and receiving college credits.
These sectors are riding exponential growth curves, not unlike the exponential curve that reduced the marginal cost of computing to near zero over the past several decades.
Within the next two to three decades, prosumers in vast continental and global networks will be producing and sharing green energy as well as physical goods and services, and learning in online virtual classrooms at near zero marginal cost, bringing the economy into an era of nearly free goods and services.
Rifkin, Jeremy (2014-04-01). The Zero Marginal Cost Society: The Internet of Things, the Collaborative Commons, and the Eclipse of Capitalism
This often leads to misalignment across the enterprise and often results in incorrect apportionment of capex across the project portfolio...
Project Spend (Capex) occurs in the areas that are often not strategic in nature
It also creates a hindrance for enterprise wide planning decisions
Planning decisions are not informed by a coherent enterprise view of the problem space
This also impacts technology decisions
The application and technology portfolio is often tactically aligned to business or purely technology driven
Understand the value drivers and corresponding leverage points that drive the strategy
Focus on clearly linking the strategy to operations through business capabilities.
Establish target values that are tied to the project portfolio and ensure business architects provide project oversight.
Unification of the cross enterprise disciplines
Pioneer the development of an enterprise planning discipline that works across PPT, Strategy funding and delivery
SEE:Describe his environment (competitors, partnerships, customers, the other offers it uses)
SAY and DO:What is his behavior and what is his guideline? What does he say to the others?
HEAR:Who influences him? Does he have a purchasing advisor? Where does he search information about your products?
THINK and FEEL:What are the issues he is facing? What is really important?
PAINS:What are his major obstacles? What risks does he refuse to take? What does he dread?
GAINS:What are his goals? What does he want to achieve and how?-
As architects you always needs to be able to understand the next level up in context
A building architect will always understand the context of the room and the house and the neighbourhood etc.
This is a systemic apprchac
Business Model diagram
Wrap the people process and tools into clusters and develop the capability model top down
Add the core headroom diagram in here to discuss the market model
Add the strategy game board in here to discuss the products and services model – when do we go vertical and when do we go horizontal
What people process and tools - do we need to drive out those products and services
Cluster and group
Next iteration – PPT + $ -> outcome
Biz Arch is focussed on the P and AV
Needs a spin down BCD so that the architects and business analysts can do their job properly but the key value for the business is the PAV
The business architect is less about churning out the artefacts and more about managing the journey and change
The business analysts is more about churning out the artefacts and requirements management
What we have noticed in that transformation projects the business architects tend to steer more away from architecture and more into doing and managing the change
BCD and must occur in the background since this is what the architecture community wants
PAV occurs in the foreground since this is what the business stakeholders are looking for
Therefore Biz Arch PAV with support from the BA
Domain Architects BCD
Solution Architects - E&F
Project Managers – E&F
BA’s – requirements management
Enterprise Architect spans the whole lot.