This document outlines an agenda for a retreat on enterprise design and the future of enterprise architecture. The agenda covers topics such as enterprise ecosystems, the role of digital transformation, enterprise design frameworks, case studies, and the changing role of enterprise architecture. It also discusses the future of enterprise architecture and how it will focus more on business and service design with tools that integrate into seamless enterprise management practices. The document provides an overview of the discussions and topics that will take place at the retreat between designers and enterprise architects.

1. Enterprise Design and
the Future of Enterprise Architecture
Milan Guenther, Partner, eda.c
John Gøtze, CEO, EA Fellows

2. Agenda
Introduction
Experience Journeys
Enterprise Ecosystems
The Role of Digital
Enterprise Design
Enterprise Innovation
Enterprise Design Framework
Brief Case Study: eda.c's work with the UN
The Future of Enterprise Architecture
The changing role of EA and enterprise architects
Systems Thinking in EA
Design (Thinking) and EA
Collaboration
Our retreat - discipline variety, getting to know each other
Designing the story that goes with an architecture
Innovating and transforming enterprises

30. The Future of Enterprise Architecture
• EA at a tipping
point?
• ”New Normal”?
• Balkanization and
Empire Building
• AaaS …
New challenges …
The Alignment Trap
BeyondAlignment.com

31. Business-IT Alignment
The degree of fit and integration among
business strategy, IT strategy, business
infrastructure, and IT infrastructure.
Henderson and Venkatraman (1989)
CBS Library
Apr 2013:
21.199 peerreviewed articles
about “businessIT alignment”.
(Ross, Weill and Robertson, 2006)

32. Business/IT‐Alignment …

33. ”You are now entering
The Business”

34. Enterprise Alignment
”Remember Your Vector Math!”
= 0
Alignment = “the ability of the organization to
operate as ONE by working towards a common
shared vision supported by a well orchestrated
set of strategies and actions”. (Doucet et al,
2009)

35. Story Alignment
Get your ducks in a row!
Governments of Canada
Strategic Reference Model
35

37. The Enterprise Architect
1. Change agent
2. Communicator
3. Leader
4. Manager
5. Modeler
…
11/11/2013
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38. • Core enterprise architects:
experts in enterprise
architecture theory and
practice.
• Implicit enterprise architects:
those who support enterprise
architecture work.
• Applied enterprise architects:
those who define enterprise
architecture requirements.
11/11/2013
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39. 1. Enterprise architecture and
related standards will merge
to become mainstream.
2. Enterprise architecture will
focus more on business and
service architecture, and less
about IT.
3. EA tooling will merge and
evolve into seamless
enterprise management
practices.

40. Architecture?
FEAF‐II and EA3
• A systematic approach that organizes and guides design, analysis,
planning, and documentation activities.
ISO 42010:
• system fundamental concepts or properties of
a system in its environment embodied in its
elements, relationships, and in the principles of its
design and evolution.
<systems>
• ISO 15288: “are man‐made and may be configured with one or
more of the following: hardware, software, data, humans,
processes (e.g. processes for providing service to users), procedures
(e.g. operator instructions), facilities, materials and naturally
occurring entities”
11‐11‐2013
∙ 40

41. Frank Lloyd Wright
Destruction of the box

42. System Thinking is about…..
Wholes
Not IT
Managing Complexity
Feedback Loops
Not Process
Emergence
Creation of Purpose
42
Patrick Hoverstadt

43. VSM ‐ ViabLe System Model
Governance
Intelligence
Delivery
Monitoring
Co-ordination
Environment
Operations
Patrick Hoverstadt (2008) The Fractal Organization: Creating sustainable
organizations with the Viable System Model. Wiley

44. Which is EA Thinking?
John Seddon (2008) Systems Thinking in the Public Sector:
The Failure of the Reform Regime.... and a Manifesto for a Better Way
Triarchy Press

45. EA Boundary Objects
• Artifacts, which are the shared tools,
documents, models.
• Discourse, which is a common language that
can be shared across communities of practice.
• Processes, i.e., the shared processes, routines,
and procedures that facilitate coordination of
and between communities of practice.
Gøtze, J., 2013, The Changing Role of the Enterprise Architect. Proceedings of the 2013
17th IEEE International Enterprise Distributed Object Computing Conference Workshops
(EDOCW 2013), 9‐13 September 2013, Vancouver, British Columbia, Canada (eapad.dk)
11/11/2013
45

46. Dialectic skills
Enterprise architects must have competencies in
resolving conflicts, and in creating consensus,
synthesis and common understanding. Detect
what might establish that common ground and
the skill of seeking the intent rather than just
reading the face value of the words.
11/11/2013
Ibid.
46

47. Dialogic skills
In facing wicked problems, enterprise architects must focus more on
problem‐finding than problem‐solving.
In analogy with craftsmanship, craft looks at situations in a problemfinding
manner. When skilled in the craft of cooperation, and confident in their
ability to negotiate complexity, the architects can interact with those who
are different, antagonistic, or even aggressive towards them. Such dialogic
skills also include listening well, behaving tactfully, finding points of
agreement and managing disagreement, and avoiding frustration in a
difficult discussion. Dialogics, or the dialogical domain, is “that world of talk
that makes an open social space, where discussion can take an unforeseen
direction”. Dialogic conversation, the “subjunctive mood in speech”, opens a
“space of ambiguity” within the conversation, for all parties equally. It also
facilitates empathy, which should be distinguished from sympathy, as
curiosity or wonder about an other, as opposed to identification.
Ibid., quoting Richard Sennett’s “Together”
47

48. Design and Architecture

50. Barcelona Retreat
”Let’s bring designers and architects
together for a week.”
”We have found that we have a
mutual interest in Enterprise Design,
which we both work with, but using
different approaches… We think we
can learn a lot from each other, and
came up with the idea of this
retreat. But then we thought again ‐‐
why not invite some of our
respected peer architects and
designers to join us, so we can all
learn together and from each
other?”
John & Milan

51. Topics
PRINCIPLES
* Good Design/Architecture Principles
* Do we have principles to create principles?
* Are there characteristics for principles?
INTEGRATION
* EA Agility ‐> Can we look at that using Service Design?
* How to design the agile enterprise?
* Design Thinking in Organisations
* How to discover & express an aspirational target state?
* Research and prototyping for Enterprise Architecture
* Modeling and analyisis for Strategic Design
* How to avoid MANAGER/MINISTER‐CENTRED DESIGN?
* Where do designers/architects fit in an organisation?
GOVERNANCE
* Management / Governance / KPI ‐> How we deal with it!
* Governance *10K ‐> Be agile? Be human?
* "IT Governance" vs. "Whatever Governance”
TOOLS
* Hybrid Wikis
* Modelling and Tools
* Enterprise Repository for Design Work?

52. More Topics
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Representation
What is the measure of architecture/design sucess?
What is the value we add?
Do we have documented the value to do design?
Where to start with Design & Archictecture?
What's a brand core idea?
External Branding <‐> Internal Branding
Unique vs. Scaling Designs
How to ASSURE a design or architecture?
Visual Designers vs. "Designer" ‐> It's not the same
(A drawing of a house with a tree)
Do we need to hide our buzzwords?
Wicked problems
Extended hyperconnected enterprise ecosystems
Systems of Innovation / Differentiation / Record
Taking the IT out of EA

53. 1st
Enterprise Design
Retreat
Case: Executive Master in IT Leadership
at the IT-University of Copenhagen

54. ITU: Current State
• Conditional Accreditation
– External lecturers vs researchers (DVIP/VIP) issue
– Split Master in IT into three studies
• Un‐focused brand
– Brand opportunity with ”new” Master
• Unclear role of exec‐edu at the university
– Staffing, services, etc
• ”Creative solutions”
– Guests, networks, partnering
– Pilot in digitalization
54

55. Design Challenge
The Perfect Executive Master in IT Leadership
Ideation, stories:
• Design for Executives
• More ”Rock Stars”, also ”Jerry Springer”
• Learning more than Teaching.
• Participants as Teachers.
• Space/Place not limited to ITU Building
• ”5000 Cool Places”, EuroCIO, Gartner
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56. University Capabilities
56

57. University Capabilities
Architecture – Identity ‐ Experience
+ double uptake, restructuring work, and KPI work
(”target meetings vs meeting targets”)
57

58. Digital ledelse i den offentlige sektor
Klokken 17 i Aud 3!
Jimmy Kevin Pedersen
Ekstern lektor ITU
Senior Policy Advisor, Teknologisk Institut
Adam Lebech
Kontorchef/Digitaliseringschef i
Økonomi‐ og Indenrigsministeriet

60. John Gøtze
CEO, EA Fellows
Copenhagen
john@eafellows.com
@gotze
Milan Guenther
Partner, eda.c
Paris
milan.guenther@eda-c.com
@eda__c