Innovating Beyond the Enterprise

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Innovating Beyond the Enterprise. Stuart Charlton BEA Worldwide Enterprise Architecture. start. First, about me. Stuart Charlton. Joined in 2004. Lead SOA Architect. May 2007. Joined Worldwide Consulting. This talk. - PowerPoint PPT Presentation

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  • Innovating Beyond the EnterpriseStuart Charlton

    BEA Worldwide Enterprise Architecture

  • start

  • First, about me

  • Stuart Charlton

  • Joined in 2004

  • Lead SOA Architect

  • May 2007

  • Joined Worldwide Consulting

  • This talk

  • The future is already here.It's just not evenly distributed yet.- William Gibson

  • My 3 Claims:

  • 1. Organizations are drastically rethinking how they mobilize resources

  • Resources?

  • Resources =ideas and things

  • Knowledge capitalThingsNatureEntrepreneurial skills

  • (could be acquired via financial capital)

  • Implications

  • Major impact on the mindset of organization

  • Major impact on how we innovate

  • 2. The service network is evolvinginto a web of resources and capabilities

  • Supporting this new approach to mobilization

  • 3. Information assurancewill be a major limiting factor

  • Assumptions

  • Societal Trends

  • 1. Economic and Political Uncertainty

  • Business regulatory reform

  • Environmental reform

  • (some day)

  • Changing Demographics

  • 2. Growing Abundance

  • (except energy)

  • Global Labour

  • Services

  • 3. Globalized Learning & Experimenting

  • Mashups

  • 4. Broader Adoption of Risk Management

  • Technology trends

  • SOA

  • Virtualization

  • Web 2.0

  • BPM

  • How does all of this impact organizations?

  • (1)

  • Organizations are drastically rethinking how they mobilize resources

  • Businesses

  • schools

  • media

  • Most common today

  • Assumption:Demand is stable

  • Assumption: Transaction & communication costs are high

  • Assumption: The response to uncertainty is more planning

  • 1945

  • How do you get:

  • 1. Mobilized quickly from nothing

  • 2. Build diverse products in variable quantities

  • Where would you look?

  • kanban

  • Many books

  • 2007

  • Distributed CRM

  • Partner Network

  • Process network

  • 7,500 partners

  • 37 countries

  • Pull knowledge + goods

  • Education

  • Media

  • vs

  • Retail

  • Shared Experiences

  • Comparing Push with Pull

  • Contrasting the Push vs. Pull Approach

  • What are the implications?

  • 1. Flow value from demand

  • Or, strategy begins with a consumer view

  • What value do you consume?

  • Who consumes your value?

  • 2. Decentralized innovation

  • Goal-driven behaviour

  • Processes form a pull platform

  • Use process management to gain visibility

  • 3. More opportunities for collaboration

  • In a community of practice

  • With consumers

  • With partners

  • Example

  • Lean Consumption

  • Eliminating the unpaid work of the consumer

  • Is the amount of work to be donereduced by having customers wait?

  • Would there be a queue if the providers had to pay for customers waiting time?

  • Principles for Lean Consumption:Solve my problem completely.Dont waste my time.Provide exactly what I wantDeliver value where I want itSupply Value when I want itReduce the number of decisions I need to make to solve my problems.

  • Consumer-First Process Design

  • So:

  • 1. Organizations are drastically rethinking how they mobilize resources

  • Resources =ideas and things

  • Impact on the mindset of business

  • Impact on how we innovate

  • 2. The service network is evolvinginto a web of resources and capabilities

  • Supporting this new approach to mobilization

  • 3. Information assurancewill be a major limiting factor

  • (2)

  • Evolving the Service Network

  • Topology

  • Decentralized & Distributed

  • SOA

  • Lessons?

  • Open, uniform agreements scale

  • Service infrastructure is the on-ramp

  • Visibility

  • Relevance

  • Agility

  • But.

  • whoa

  • Liquid?

  • Web services are often misnamed

  • Neither on the web

  • Nor are they general services

  • Lets take another look at whatSOA can be.

  • We want to:Pull resources & capabilities from demand

  • 1. Name resources

  • 2. Agree how to manipulate & communicatewith resources

  • (i.e. services)

  • 3. Connect resources to form capabilitiesand new resources

  • 4. Low barrier to entry

  • 5. Extensible

  • Ultimately,Weaving a Web of Resources and Capabilities

  • AvailableInside the Organization

  • AvailableOutside the Organization

  • How?

  • Good news:The world-wide web architecture already does this

  • Good news:SOA is evolving to become more like the Web

  • Bad News:This is only in the early stages

  • Insight:Services come in different shapes and sizes

  • JBOSUniformLevel of UniformityGoverned SOAConnected ResourcesJust a BunchOf Services

  • The Contract must fit the Consumer

  • Examples

  • Mashups and Collaboration

  • The Search for Jim Gray

  • (squint)

  • The political implications of web networking?

  • The fundamental premise behind web networking is that regardless of the amount of automation involved in a transaction, there is always a human being who will be accountable for what happens. -- Paul Strassmann, 1995

  • (3)

  • Information assuranceis a limiting factor

  • 48% of the nearly 3,000 leading executives surveyed are actively investing in Web 2.0 approaches (e.g. wikis, blogs, social networking, mashups). - How Businesses are using Web 2.0: A McKinsey Global Survey, March 2007

  • Governance?

  • "Just because something can be mashed up doesn't mean it should be The big question to ask is, 'What are the unintended consequences of a particular mashup'? That's a corporate policy issue." - Ron Schmelzer, ZapThinkThe Enterprise Promise of Mashups, CMP Media, January 8, 2007

  • The general theme:

  • Data is political

  • Data is politicalHas always been

  • but

  • With freedom comes responsibility

  • Information Assurance:The practice of managing information-related risks

  • More than security and data governance

  • Business Continuity Planning

  • Disaster Recovery Planning

  • High Availability

  • Auditing and Fraud Detection

  • You will fail

  • (sorry)

  • Not just preventative,but reactive and counteractive

  • Forensics

  • Criminology

  • The name of the game is:Operating at an acceptable level of risk

  • Of course, one can get too paranoid

  • Identity of a Consumer

  • Identity of an Information Producer

  • Identity of the Device

  • Integrity and Confidentiality

  • Authority over quality

  • Summary:

  • 1. Organizations are drastically rethinking how they mobilize resources

  • Moving from Push to Pull

  • Impact on the mindset of business

  • Impact on how we innovate

  • 2. The service network is evolvinginto a web of resources and capabilities

  • Lowered barriers to entrySupported by a web architecture

  • 3. Information assurancewill be a major limiting factor

  • What now?

  • Think about ways in which your enterprise is a pull platform.

    How could it become more of one?

  • 2. Evolve your IT services into a web of capabilities resources, exposed as low-barrier-to-entry services,ready to be pulled by demand

  • Begin to coordinate the multiple disciplines of Information Assurance

  • Thank You

    stuart.charlton@bea.com

  • BEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA ConfidentialBEA Confidential