ae rio 2011 - enterprise architecture beyond information technology
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the futures of business
9 Apr 2023 (c) Tom Graves / Tetradian 2011 1
Enterprise Architecture beyond IT
Tom Graves, Tetradian ConsultingAE Rio, April [email protected] / www.tetradian.com
the futures of business
Why ‘beyond IT’?
EA often starts with IT infrastructure, but...
•IT tech-architecture depends on applications
•Applications-architecture depends on data
•Data-architecture depends on business-info need
•Information-architecture depends on business
•Business-architecture depends on enterprise
•Enterprise-architecture defines the context
An enterprise-architecture must have whole-of-enterprise scope – it’s not just detail-level IT!
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Scope of enterprise-architecture
(complete EA includes many other intersecting ‘architectures’ – security, process, brand, organisation etc)
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Getting to grips with the enterprise
Customers don’t appear in our business-processes- we appear in their experiences
(credit: Chris Potts)
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Organisation and enterprise
We create an architecture for an organisation,but about an enterprise:
•Enterprise: a social structure defined by vision, values, mutual commitments•Organisation: a legal structure defined by rules, roles, responsibilities
•The enterprise is – provides motivation, WHY•The organisation does – provides action, HOW
They’re fundamentally different – don’t mix them up!
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Organisation as ‘the enterprise’
From a business perspective, this is the effective scope of TOGAF’s ‘business architecture’
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Business-model as ‘the enterprise’
Typical business-model or supply-chain view(complete supply-chain should extend beyond this)
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Market as ‘the enterprise’
Overall market includes actors who do not yet have active transactions with us, or have other transactions
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The real scope of ‘the enterprise’
The overall enterprise has many actors who may have only ‘intangible’ transactions / interactions with us(yet can have major impacts on our business)
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The market-cycle
transactions depend on (reaffirmed) reputation and trust– loss of trust creates anti-clients!
boundary of ‘market’in conventional
business-models
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A classic anti-client incident‘United Breaks Guitars’ http://www.youtube.com/watch?v=t53LYUamBZI
• Real business impacts for United Airlines– direct cost (PR, media etc) in excess of $20m?– contributed to short-term hit of c.$180m on share-value– long-term damage to brand, reputation etc incalculable
• Social-media gives anti-clients great leverage– complaints can now spread faster, and wider– (but with care, so can stories of customer-satisfaction)
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Building the balance
…and why that balance is so important
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Generic structure of organisations
(adapted from classic Group Dynamics project-lifecycle)
Adjourning
Forming
Storming
Norming
PerformingPerformance
Purpose
People
Preparation
Process
far-future
‘people-time’
past NOW!
near-future
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Cycles of structural dependency
(dynamic links adapted from VPEC-T framework)
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Strategy, tactics, operations
(overall cycle and relationships need to be in balance)
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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)
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operationsTransaction / exchange
:: completion of taskCompletions
Focus only on Production tactics
operations
Attention / conversation
Transaction / exchange
:: completion of task
:: completion for self (profit)
Completions
Completions and the market-cycle
Production-focus, market-focus, enterprise-focus?
Focus on Market and its transactions
strategy
tactics
operations
Shared-purpose (vision) defines enterprise context
Reputation / trustRespect / relations
Attention / conversation
Transaction / exchange
:: completion of task
Reaffirmed trust
:: completion for self (profit)
Completions
:: completion for all
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Serving the vision
...or, service-oriented architecturefor the whole enterprise
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Everything serves the vision
• The vision describes the shared aims of the entire enterprise• We observe and learn from what we achieve in the real world• Everything in the enterprise is a service towards the vision
(a literal ‘service-oriented architecture’)
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The structure of vision
• Vision is the overall anchor for everything– ‘vision’ in the ISO9000 sense – not ‘marketing puff’
• Vision-descriptor has distinct 3-part structure– focus [noun]: context or things of concern to everyone– action [verb]: what is to be done to or in the focus– qualifier [adjective]: why this is important to everyone
• Example: ‘ideas worth spreading’ (TED conferences)
– ‘ideas’ (focus)– ‘worth’ (qualifier)– ‘spreading’ (action)
Components may be in any order, but all must be present
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All services have same structure
• Service exists at intersection of value and supply-chain• Service creates value towards the vision of the enterprise• Interactions / flows before, during, after main transaction
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Complete Enterprise Canvas frame
Each link represents a conversation relevant to enterprise-architecture!
supplierrelations
value-proposition
supplierchannels
value-creation
customerchannels
customerrelations
value-outlay
value-governance
value-return
supplier customer
investor beneficiary
coordinationdirectionvalidation
guidance services
before
during
after
before
during
after
investment dividend
may also be non-supplierin the broader-enterprise
may also be non-customer
in the broader-enterprise
governance and management
(yes, I know it looks like Robbie-the-Robot, but that’s just how it came out...)
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value-proposition
value-creation
supplier /customerchannels
supplier /customerrelations
value-governance
value-outlay / return
enterprisevision
OutsideInside
Purpose
Preparation
Performance
Values
Events
Trust
Process
People
Policies
Completions
Values
Events
Completions
Trust
Policies
Performance
Purpose
People
Preparation
Process
Cross-links to market value-cycle
Many interactions with extended-enterprise relate to Value-Proposition only – Purpose, Values, People, Policies
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Summary• Enterprise-architecture is architecture of
the whole enterprise – not solely the enterprise-IT
• Most frameworks focus only on IT-architecture, but can be adapted to work at whole-enterprise scale and scope
• Viewing everything as services provides consistency across all enterprise scope– ‘Enterprise Canvas’ model provides a means to link
different models in different layers
• Enterprise culture is the real key to enterprise-architecture
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Obrigado!
Many thanks!
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Further detail: books by Tom Graves• Doing Enterprise Architecture: process and practice in the
real enterprise
• Everyday Enterprise Architecture: sensemaking, strategy, structures and solutions
• Mapping the Enterprise: modelling the enterprise as services with the Enterprise Canvas
• Bridging the Silos: enterprise architecture for IT-architects
• The Service Oriented Enterprise: enterprise architecture and viable systems
• Real Enterprise Architecture: beyond IT to the whole enterprise
• SEMPER and SCORE: enhancing enterprise effectiveness
• Power and Response-ability: the human side of systems
(see tetradianbooks.com for details)
9 Apr 2023 (c) Tom Graves / Tetradian 2010 26