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The Centre Cannot Hold: Making IT Architecture Relevant In A Post IT World

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Business has a consistently poor experience of the internal IT function. It is now all too easy for the business to bypass the central IT function. There is a business shift to cloud service providers offering infrastructure-less solutions with no perceived IT involvement. Outsourcing and the divestment of IT functions in response to business wishes to remove the overhead. The business need to respond to the interrelated developments of digital, mobile and social computing and perceived inability of the central IT function to respond.

If the IT function cannot react to the requirements of the business due to business pressures, the business will go elsewhere. Shadow IT - the acquisition of IT solutions outside the control of the IT function - is an unpleasant and common reality. 50% of IT expenditure is routinely spent outside the control of the IT function. Shadow IT is a symptom of a post-IT world.

The central IT function loses relevance and control. Businesses reduce their reliance on the core IT function.

IT architecture should act as a glue joining the business strategy to the IT strategy. IT architecture needs to operate as an internal business consulting And advisory function. An effective business oriented IT architecture function can get the correct balance between too little and too much, too slowly and too quickly. The IT Architecture team needs to operate as a team rather than a set of siloed internally focussed IT roles, involving business as well as technologists.

Publicado en: Tecnología

The Centre Cannot Hold: Making IT Architecture Relevant In A Post IT World

  1. 1. The Centre Cannot Hold: Making IT Architecture Relevant In A Post IT World Alan McSweeney
  2. 2. The Second Coming, William Butler Yeats, 1919 Turning and turning in the widening gyre The falcon cannot hear the falconer; Things fall apart; the centre cannot hold; Mere anarchy is loosed upon the world, The blood-dimmed tide is loosed, and everywhere The ceremony of innocence is drowned; The best lack all conviction, while the worst Are full of passionate intensity. 16 May 2017 2
  3. 3. May 16, 2017 3 Wall Separating Real Business Concerns With Transient IT Technology Trends What The Business Wants 1. Securing the IT environment 2. Managing and retaining data 3. Managing IT risk and compliance 4. Ensuring privacy 5. Enabling decision support and analytics 6. Managing System Implementations 7. Preventing and responding to computer fraud 8. Governing and managing IT investment/ spending 9. Leveraging emerging technologies 10. Managing vendors and service providers Apparent IT Technology Trends 1. AI and Advanced Machine Learning 2. Intelligent Apps 3. Intelligent Things 4. Virtual and Augmented Reality 5. Digital Twin 6. Blockchain 7. Conversational Systems 8. Mesh App and Service Architecture 9. Digital Technology Platforms 10. Adaptive Security Architecture
  4. 4. The Business Experience Of IT • The business experience of IT systems are: − Slow and costly to deliver and all to frequently late and not what the business needs − Unmanageably complex and costly to maintain − Hindering the organisation's ability to respond to business and economic changing environment − Not integrated • Mission-critical information is consistently out-of-date and/or actually incorrect and/or only partially available • A culture of distrust persists between the business and technology functions of the organisation May 16, 2017 4
  5. 5. May 16, 2017 5 IT Too Often Fails to Support Business Change Effectively • Technology integration is costly, risky and complicated • Information is everywhere but getting access to the right information at the right time is very difficult • The business wants IT to be fast and flexibility • The business gets IT that is sluggish and rigid • Modifying system behaviour takes too long and changes are difficult to communicate and implement effectively • Much of IT system and operations expenditure is bloated and fixed where operations run with excess redundant capacity • IT seen as a cost centre and not a source of business value
  6. 6. Trends In Business Use Of IT Affecting The Relevance Of IT Architecture 16 May 2017 6 Outsourcing and the divestment of IT functions in response to business wishes to remove the overhead Business need to respond to the interrelated developments of digital, mobile and social computing and perceived inability of the central IT function to respond Business shift to cloud service providers offering infrastructure- less solutions with no perceived IT involvement
  7. 7. Trends In Business Use Of IT Affecting The Relevance Of IT Architecture • Business shift to cloud service providers offering infrastructure- less solutions with no perceived IT involvement that can be operational quickly • Business need to respond to the interrelated developments of digital, mobile and social computing and perceived inability of the central IT function to respond • Outsourcing and the divestment of IT functions in response to business wishes to remove the overhead • Business avails of these trends to bypass what they view and experience as an unresponsive central IT function and go directly to external providers 16 May 2017 7
  8. 8. Trends In Business Use Of IT Affecting The Relevance Of IT Architecture • Business is tending to shift from internal IT function to external solution and service providers because of perceptions that the internal IT function cannot deliver solutions to meet business needs • IT provides a competitive advantage to businesses but the IT solutions do not have to be provided internally • Business can and does bypass the IT function if it does not listen to the business and deliver solutions that enable delivery of business objectives • The business will look elsewhere for the necessary IT solutions • The consequence will be a fragmented and balkanised IT solution landscape that is costly to operate and support 16 May 2017 8
  9. 9. Trends In Business Use Of IT Affecting The Relevance Of IT Architecture • It is now all too easy for the business to bypass the central IT function • There are many easy options for the business while selecting the internal IT function is too commonly the hard option May 16, 2017 9
  10. 10. May 16, 2017 10 Increasing Trend In Outsourcing Non-Core Functions • Increasing and continuing trend of organisations moving from in-house solution delivery to sourcing solutions externally • Intended to improve operational efficiencies by using external suppliers’ perceived abilities to provide cost- effective, fit-for-purpose solutions quickly using the right technology • Responsibility and accountability for solution delivery and operation stills lies with the acquiring organisation
  11. 11. May 16, 2017 11 IT Solution Acquisition Trends • Greater level of solution acquisition rather than custom development • Greater acquisition of services with lengthier service relationships • “Under the Cover” acquisition/outsourcing in the form of cloud/XaaS − Cloud leading to ad hoc proliferation of outsourced services as business functions bypass what is perceived as slow, expensive IT
  12. 12. May 16, 2017 12 Divestment Of Non-Core Functions • Organisations divesting themselves of what they see as non-core functions • Example of the application of Coase’s Law on the Nature of the Firm − A firm will tend to expand until the cost of organising an extra transaction within the firm become equal to the costs of carrying out the same transaction on the open market − When it is cheaper to buy the service externally it will generally be bought externally Core Business Non Core Function Non Core Function Non Core Function Non Core Function Non Core Function Non Core Function
  13. 13. May 16, 2017 13 Divestment Of Non-Core Functions • Outsourcing of IT is because maintaining an internal IT function is seen as not relevant or no longer offers a competitive advantage • Shrinking core competency focus as organisations move from in-house solution delivery to sourcing solutions externally Core Business Non Core Function Non Core Function Non Core Function Non Core Function Non Core Function Non Core Function
  14. 14. May 16, 2017 14 Business View of IT • IT is viewed by the business as being • Expensive • Not connected with business strategy and operations • Unresponsive to the changing needs of business − Viewed as a critical issue as business agility and responsiveness are essential for competitiveness • Undefined and unclear as a business asset − In terms of financial cost and value − Return on investment and value for money from IT is relatively poor − The capability the asset should deliver to the business • Not delivering its promises • Business change projects cost more and deliver less value than expected or promised
  15. 15. May 16, 2017 15 Causes of Business View of IT • Business applications tend to be implemented on a project by project basis for specific purposes without overall context • Project benefits and success have been measured on specific project costs, value and time to market without measuring the long term enterprise-wide cost and value • Average 70% of total IT budget on run-the-business operations and 30% on new solution investment • Technology innovation has tended to deliver specific short- term benefits but in the long term can make matters worse
  16. 16. Shadow IT Expenditure – IT Architecture Failure And A Post-IT World • CEB Global - estimate in 2013 that 40% of IT expenditure does not go through the central IT function • Everest Group - estimate in 2017 that 50% of IT expenditure does not go through the central IT function • The problem of the business bypassing the central IT function is getting worse • Shadow IT is an unpleasant reality • Shadow IT is a symptom of a post-IT world − The central IT function loses relevance and control − Businesses reduce their reliance on the core IT function • The extent of the problem may be masked by IT outsourcing which may be notionally counted as a central IT spend • The failure of IT architecture to engage with business requirements owns part of the blame May 16, 2017 16
  17. 17. May 16, 2017 17 Pressures On Business Business Globalisation Service Focus and Customer Expectations Challenging Economic Circumstances Consolidation Increased Regulation Business and Technology Changes Mobile and Social Computing Changes Competition New Business Models Increased Pace of Change Cost and Efficiency Pressures
  18. 18. Business Pressures Are Driving Business And The Need for IT Change • Globalisation − Customers, partners, suppliers and greater competition − Connectedness driving value chains • Service Focus and Customer Expectations − Differentiation and shareholder value increasingly derived from service experience • Challenging Economic Circumstances − Need to cut costs and demonstrate real savings − Justify technology investments • Consolidation − Mergers, acquisitions, takeovers and the need to integrate IT systems, platforms and data • Increased Regulation • Industry regulations, consumer pressure and competition driving openness • Increased regulation and governance - business is turning to IT to help and IT struggling to respond • Business and Technology Changes − IT becoming commoditised - growth of standards-based technology means that proprietary solutions provide less differentiation − Speed of technology change − Outsourcing where the right outsourcing decisions require an understanding of how systems contribute to the business • Mobile and Social Computing Changes − New platforms and technologies creating customer new expectations of business that IT must respond to − New platforms and technologies offering opportunities to change the way in which business is conducted that must be supported by IT system changes − New platforms and technologies allowing competitors to differentiate themselves that IT must help the business in responding to • Competition − Greater competition from businesses with different business models means both the need to reduce cost, improve efficiency and change business structures and associated IT systems • New Business Models − Newer ways of doing business means the need for new IT systems and technologies • Increased Pace of Change − Change is happening more quickly reducing the time the business and IT has to react • Cost and Efficiency Pressures − Need to do more with the same or less May 16, 2017 18
  19. 19. Business Pressures And Business IT Needs • The pressures the business experiences gets passed to the IT function in order to deliver solutions to meet the challenges May 16, 2017 19 Business Objectives Business Operational Model Business Processes Required Operational Business Systems Business Strategy Business IT Strategy Globalisation Service Focus and Customer Expectations Challenging Economic Circumstances Consolidation Increased Regulation Business and Technology Changes Competition Mobile and Social Computing Changes New Business Models Increased Pace of Change Information Technology The Business Needs To Operate, Respond To Pressures And Innovate = Cost and Efficiency Pressures
  20. 20. Pressures On Business Means Pressures On IT 16 May 2017 20 IT Strategy and Delivery Business Strategy and Requirements Business Pressures If the IT function cannot react to the requirements of the business, the business will go elsewhere Business shift to cloud service providers offering infrastructure-less solutions with no perceived IT involvement Outsourcing and the divestment of IT functions in response to business wishes to remove the overhead Business need to respond to the interrelated developments of digital, mobile and social computing and perceived inability of the central IT function to respond
  21. 21. Business Objectives Business Operational Model IT Architecture Solution Implementation And Delivery Management And Operations Business Processes Required Operational Business Systems Business Strategy Solution Design/ Selection/ Sourcing Business IT Strategy IT Function Strategy IT Function Structure, Approaches, Standards Required IT Operational Processes Required IT Infrastructure Business Systems Infrastructural Systems Design/ Selection/ Sourcing IT Function Resourcing And Management Idealised View Of Business And IT Linkage And Alignment May 16, 2017 21 IT architecture should act as a glue joining the business strategy to the IT strategy IT architects should be the enablers of this orientation of business and IT
  22. 22. Idealised View Of Business And IT Linkage And Alignment • The idealised view of the alignment of business and IT shows a direct link between business strategy to business IT strategy to IT function strategy • The IT architecture function plays a key role in joining both sides 16 May 2017 22
  23. 23. May 16, 2017 23 The Theoretical Benefits Of IT Architecture Unmanaged Complexity in IT Landscape Increased Cost Reduced Flexibility Delays in Delivering Changes Duplication in Resources to Develop, Operate and Maintain Business Systems Cannot to Exploit Economies of Loading and Scale Longer Design, Build, Test and Delivery Time Complexity Causes Difficulties and Uncertainties Leads To .. … Thus Negatively Impacting on Business Performance …
  24. 24. May 16, 2017 24 But An Ineffective IT Architecture Function Causes The Problems It Should Be Solving Unmanaged Complexity in IT Landscape Increased Cost Reduced Flexibility Delays in Delivering Changes Duplication in Resources to Develop, Operate and Maintain Business Systems Cannot to Exploit Economies of Loading and Scale Longer Design, Build, Test and Delivery Time Complexity Causes Difficulties and Uncertainties But An Ineffective Architecture Function Leads to Business Bypassing IT Multiple Separate Solutions Selected Without Con-ordination Unmanaged Complexity in IT Landscape
  25. 25. May 16, 2017 25 Notional Value Of IT Architecture Appropriate and Effective IT Architecture … Promotes Actions and Decisions That … Align Information Technology Plans and Investments with Business Priorities and Requirements Result in More Integrated Operations Responsive to Customer and Business Requirements Promote a More Efficient and Effective IT Infrastructure Facilitate Cross-Organisational Sharing of Enterprise Information Recognise Innovations and Best Practices Across the Enterprise Ensure Traceability of Decisions Back to Principles and Rules
  26. 26. May 16, 2017 26 Notional Value Of IT Architecture Not Achieved Appropriate and Effective IT Architecture Align Information Technology Plans and Investments with Business Priorities and Requirements Result in More Integrated Operations Responsive to Customer and Business Requirements Promote a More Efficient and Effective IT Infrastructure Facilitate Cross-Organisational Sharing of Enterprise Information Recognise Innovations and Best Practices Across the Enterprise Ensure Traceability of Decisions Back to Principles and Rules But the IT Architecture Function is All Too Ineffective And Fails To Deliver The Expected Benefits
  27. 27. What The Solution Does Dimensions Of Business Needs Of IT Solutions May 16, 2017 27 How Quickly The Solution Is Operable And Usable Lots Of Unnecessary Functionality At The Expense Of Long Delivery Time Is Not What Is Needed
  28. 28. Dimensions Of Business Needs • The business needs appropriate solutions delivered quickly • The business needs leadership in understanding what the need • The business needs active engagement from the IT function and IT architecture 16 May 2017 28
  29. 29. Business Objectives Business Operational Model Business Processes Required Operational Business Systems Business Strategy Business IT Strategy Business And IT Linkage And Alignment – The Reality • What really happens is that the IT function all too frequently reacts slowly and only partially to business pressures and needs • The operation of the IT function is opaque to the business May 16, 2017 29 Information Technology Function
  30. 30. IT Architecture Role Landscape • Multiple overlapping inward-looking technology-focussed dogmatic siloed disciplines 16 May 2017 30 Enterprise Architecture Business Architecture Enterprise Information Technology Architecture Information Architecture Enterprise IT Information Systems Architecture Enterprise IT Technology Infrastructure Architecture Enterprise Security Architecture Enterprise Architecture Governance Solution Architecture
  31. 31. IT Architecture Role Landscape – Some Questions • Is the complexity of IT architecture and its multiple separate views contributing to the problems between business and IT? • Are the separate IT architecture functions too inwardly focussed rather than being business focussed? • Is the hierarchy within IT architecture roles with enterprise architecture perceived as the highest ranking function part of the problem? • Is there a need for an overarching IT architecture function – not enterprise architecture - that co-ordinates the activities of specific IT architecture roles? • Is there a need for non-technology involvement in IT architecture to provide a business dimension to ensure linkage between architecture and business exploitation of technology? 16 May 2017 31
  32. 32. IT Architecture Is Rarely About The Enterprise • All to frequently inwardly focussed, staffed by IT personnel • Demonstrates aspects of groupthink and focalism • Too remote from business concerns and not business oriented and focussed • Concerned with documenting current IT technology state, standards and processes in detail • Too dogmatic • Focused on compliance, control and government and adherence to rules • Obsessed with architecture frameworks, models and patterns • Overly controlling • Reactive • Inflexible • Communicates to the business badly, if at all • Not concerned with delivery • Does not measure its delivery in terms of business benefits realised May 16, 2017 32
  33. 33. IT Architecture Function Groupthink • The need for agreement, accord and compliance within the group results in a flawed, illogical and inhibited decision-making processes and decisions • Group becomes dominated by small number or single individual who forces their beliefs on the group • Tendency for consensus and agreement and the desire to minimise contention means alternatives are not fully evaluated • Group isolates itself from information on alternatives • Disagreement and dissent are quashed or concealed through self-censorship May 16, 2017 33
  34. 34. Groupthink Symptoms And Characteristics May 16, 2017 34 Groupthink Exaggeration Of The Power And Rightness Of The Group Illusion of Invulnerability Members ignore obvious danger, take extreme risk, and are overly optimistic Illusion of Morality Members believe their decisions are morally correct, ignoring the ethical consequences of their decisions Closed-Mindedness Collective Rationalisation Members discredit and explain away warning contrary to group thinking Excessive Stereotyping The group constructs negative stereotypes of rivals outside the group Uniformity, Unanimity and Suppression of Dissent Pressure for Conformity Members pressure any in the group who express arguments against the group's stereotypes, illusions, or commitments, viewing such opposition as disloyalty Self- Censorship Members withhold their dissenting views and counter- arguments Illusion of Unanimity Members perceive falsely that everyone agrees with the group's decision; silence is seen as consent Mindguards Some group members appoint themselves to the role of protecting the group from adverse information that might threaten group complacency
  35. 35. Technology Influences And Impacts On Business And IT • An effective business oriented IT architecture function can get the correct balance between too little and too much, too slowly and too quickly 16 May 2017 35
  36. 36. IT Architecture As Internal Business Consulting And Advisory Function • What IT Architecture Can Do • Identify trends in advance that offer opportunities or represent challenges • Assist with the design and development of new business models • Acquire the skills and experience to be a credible business advisor • Be able to translate innovation and creativity into practical, realistic, implemented and operated business solutions • What IT Architecture Must Do To Achieve Its Potential • Take an appropriate and sufficient approach to architecture • Take a realistic approach to innovation − Radical innovation − Incremental innovation − Innovation By reapplication • Focus on simplicity and speed rather than completeness and perfection • Understand appropriate complexity • Be able to react to changes quickly 16 May 2017 36
  37. 37. IT Architecture – Translating What Into How May 16, 2017 37 HowWhat How What Translate the What of business requirements into the How of technology and process Translate the What of new technologies into the How of the application to the business
  38. 38. Co-Ordinated And Business Focussed IT Architecture Function Structure 16 May 2017 38 IT Architecture Management, Co- ordination and Delivery Business Involvement
  39. 39. IT Architecture Team • Needs to operate as a team rather than a set of siloed internally focussed IT roles • Involve business as well as technologists May 16, 2017 39
  40. 40. Co-Ordinated And Business Focussed IT Architecture Function • Eliminate the divisions between the separate IT architecture roles • Get the business involved in the IT architecture function • Manage and co-ordinate all IT architecture centrally • Measure delivery and benefits achieved • Outward, future-oriented 16 May 2017 40
  41. 41. The Importance Of Early Engagement In IT Architecture • Early engagement in the solution delivery process occurs before any solution delivery project is initiated • The objective is to is understand the scope, requirements, objectives, approach, options and to get a high-level understanding of the likely resources, timescale and cost required before starting the project • Allow the feasibility of the solution options to be assessed • Converts a request from the business to an explored and refined high-level solution proposal that facilities informed decision-making • Early engagement is the IT function providing true consulting services and value to the business − Being a partner to the business 16 May 2017 41
  42. 42. Solution Delivery Solution Delivery Phases And Early Engagement Project Stages/ Timeline ProjectActivity/Function Early Engagement Concept Initiate Plan Design Build Test Deploy Manage and Operate Project Management Business Function Business Analysis IT Architecture Implementation and Delivery Test and Quality Organisation Readiness Service Management Infrastructure and Communications Time Business Functions/ Roles May 16, 2017 42
  43. 43. An Effective Early Engagement Process Requires … • A consistent, organised and controlled approach to performing such engagements • A standard method for performing analysis, collecting information, engaging with the business, making assessment and solution option identification • A process for managing early engagements from resources required to engagement with the business to prioritisation to quality management, assurance and control • A standard and consistent approach for representing the results of the engagement 16 May 2017 43
  44. 44. IT Needs To Deliver Business-Oriented Solutions Technology Landscape Supplier Ecosystem IT Needs to Mediate Between the Business and Suppliers/ Technologies, Acting as a Lens Focussing Business Needs on Appropriate Solutions IT Needs To Focus Appropriate Services on Appropriate Suppliers and Technologies Business Required IT Solutions IT Lens 16 May 2017 44
  45. 45. IT Lens • The IT function needs to be a lens focussing and concentrating solution needs onto solution options • The IT function needs to successfully mediate between the business as the originator of a solution requirement and the solution and its provider, either internal or external or both • The IT function needs to be good at moving from analysis and option identification to an implementation decision quickly and effectively • IT architecture is the solution lens May 16, 2017 45
  46. 46. IT Function Mediating Between Solution Requirements And Solutions Delivered • The IT function needs be skilled at the co-ordination of the acquisition and procurement of delivered operable usable solutions • IT architecture needs to design solution landscape to meet the business needs • IT needs to be good at solution delivery and provision along the solution journey from initial need to service introduction and transfer to production 16 May 2017 46
  47. 47. Business Objectives Business Operational Model IT Architecture Solution Implementation and Delivery Management And Operations Business Processes Required Operational Business Systems Business Strategy Systems Design/ Selection Business IT Strategy IT Architecture In Business And IT Context May 16, 2017 47 IT Architecture needs to be able to contribute to the development of business strategy and to be trusted to be able to make a contribution How the business can use technologies and how the business should be shaped to take advantage of technologies Provide advice on the potential of new technologies and how to react to technology changes Offer real business consulting and the addition of business value
  48. 48. Three Interrelated Strategies – Business, Overall Organisation IT Strategy And Internal IT Function Strategy • Business Strategy − Defines the strategic goals, imperatives and initiatives to direct the business − Business strategy is the principal driver of IT strategy − IT strategy is developed to support the business strategy − IT can also provide opportunities to reshape the business strategy • Organisation IT Strategy − Defines the strategic direction of information technology within the organisation required to support and achieve business strategy. • IT Business Function Strategy − Defines the strategic direction of the IT function to develop, deploy, operate, manage and support the IT systems needed by the business − Includes processes and supporting technology 16 May 2017 48 IT Business Function Strategy Locations and Offices Systems and Applications Business Processes Technology Organisation Information and Data
  49. 49. IT Strategy Contexts and Perspectives on Change and Impact 16 May 2017 49 Business-Oriented Strategy Context Locations and Offices Systems and Applications Business Processes Technology Organisation Information and Data Technology-Oriented Strategy Context Locations and Offices Systems and Applications Business Processes Technology Organisation Information and Data • Two `required components of the strategy of the IT function − Business-Oriented IT Strategy Context • Business Processes focuses on the actions, how and in what sequence activities are carried out, what rules are followed, and the types of results obtained • Organisation focuses on the people and organisations involved in the change: their culture, capabilities, capacities, roles, structures, and organisational units • Location and Offices focuses on the geographic distribution of locations where business is conducted and the characteristics of various location types − Technology-Oriented IT Strategy Context • Information and Data focuses on business rules, content, structure, relationships, and the transformation of information used by processes and applications • Systems and Applications focuses on the capabilities, structure, and user interface of software applications and components • Technology focuses on the hardware, system software, and communications infrastructure used to enable and support systems and services
  50. 50. Getting The Introduction of New Technologies Balancing Act Right • An effective business oriented IT architecture function can get the correct balance between too little and too much, too slowly and too quickly 16 May 2017 50 React Too Quickly React Too Slowly Implement Too Little Implement Too Much
  51. 51. Technology Influences And Impacts On Business And IT 16 May 2017 51 New technologies offer the potential for new opportunities, if effectively implemented and used The use of new technologies by competitors and customers forces the organisation to react New technologies may not deliver their apparent promise and potential Implementing new technologies has direct and indirect costs to the organisation: lost opportunity elsewhere
  52. 52. Extended IT Architecture Balancing Act 16 May 2017 52 React Too Quickly React Too Slowly Implement Too Little Implement Too Much Organisation- Wide Limited to Business Function Tactical Focus Strategic Focus
  53. 53. May 16, 2017 53 IT Architecture And The “I” Word • The word Innovation is being used and misused pervasively without clear definition, meaning or understanding • Every organisation claims to be pursuing and driving innovation or offering innovation development services • But are they? • Innovation is not just about ideas • Innovation is about driving the generation of good ideas and ensuring their appropriate adoption in order to generate value • Innovation is or can be a process (that can be measured) • Innovation is about generating business value – an idea without implementation has little meaning • IT architecture needs to be an IT innovation powerhouse
  54. 54. May 16, 2017 54 Innovation = Good Idea That is Defined and Validated + Appropriate Implementation and Adoption + Generation of Value
  55. 55. May 16, 2017 55 Innovation Can Be … A new idea OR An existing idea or process that is improved OR An existing idea or process implemented or applied elsewhere
  56. 56. May 16, 2017 56 Innovation … • … Is not necessarily one big idea • It can be lots of little ideas
  57. 57. May 16, 2017 57 Innovation Is All About Value ΣValue { } >> Value { } • Sometimes …
  58. 58. May 16, 2017 58 Where And What Are The Innovation Ideas? Innovation Area Radical Innovation Incremental Innovation Innovation By Reapplication Business Model Networking and Alliances Core Processes Enabling Processes Product Performance Product System Service Channel Brand Customer Experience
  59. 59. Summary • Business has a consistently poor experience of the internal IT function • It is now all too easy for the business to bypass the central IT function • If the IT function cannot react to the requirements of the business due to business pressures, the business will go elsewhere • Shadow IT - the acquisition of IT solutions outside the control of the IT function - is an unpleasant and common reality − Shadow IT is a symptom of a post-IT world − The central IT function loses relevance and control • Businesses reduce their reliance on the core IT function • IT architecture should act as a glue joining the business strategy to the IT strategy • IT architecture needs to operate as an internal business consulting And advisory function • An effective business oriented IT architecture function can get the correct balance between too little and too much, too slowly and too quickly • The IT Architecture team needs to operate as a team rather than a set of siloed internally focussed IT roles, involving business as well as technologists • IT architecture can lead the innovative application of IT to delivery business value • Effective early engagement in the solution delivery process delivered through IT architecture occurs before any solution delivery project is initiated 16 May 2017 59
  60. 60. More Information Alan McSweeney http://ie.linkedin.com/in/alanmcsweeney 16 May 2017 60

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