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Respect as an architectural issue - a case-study in business survival Tom Graves , Tetradian Consulting IRM-EAC London, June 2011 info@tetradian.com / www.tetradian.com 12 Jun 2011 (c) Tom Graves / Tetradian 2011
Scope of enterprise-architecture (this, we’re often told, is the entire scope of enterprise-architecture )
Scope of enterprise-architecture (complete EA includes many other intersecting  ‘ architectures ’  – security, process, brand, organisation etc)
Enterprise-architecture beyond IT ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
A question of maturity 12 Jun 2011 (c) Tom Graves / Tetradian 2010 (adapted from maturity-model in TOGAF 9, chapter 51)
TOGAF scope in maturity-model 12 Jun 2011 (c) Tom Graves / Tetradian 2010 TOGAF 8.1 TOGAF 9 (...everything else is just  ‘detail stuff’) Main emphasis of TOGAF, for IT-architecture only ‘ Big-picture’ strategy Pain-points +  wicked-problems But business most wants us to work on these...
The business problem “ Loss of respect ” –  fallen from most-respected bank in region to least-respected bank
Symptoms … ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
… and requests ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Stage 1: Meeting with executive-team
First meeting … ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Five Elements in all organisations (adapted from classic Group Dynamics project-lifecycle)
Five Elements workshop ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Working with Five Elements (Five Element workshop in progress, for a different organisation)
Functional Business Model (typical Functional Business Model, for a different organisation) Describe the structure of the work, how each part relates to other parts, and who is responsible
How is this business structured? (Functional Business Model process, with photos, for a different client)
Music as metaphor ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Music as metaphor (music as metaphor for team-coordination – executive-team from another organisation)
Stage 2: Set-piece with frontline staff
Out in the firing-line … (workshop-facilitator in theatre with 400 frontline staff)
Getting issues out into the open … (each group described their issues and challenges at work)
What ’ s going on for the front line? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Stage 3: Back with the executive-team
Back to the future... ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organisation and enterprise ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organisation as  ‘ the enterprise ’ ,[object Object]
Business-model as  ‘ the enterprise ’ ,[object Object]
Market as  ‘ the enterprise ’ ,[object Object]
The real scope of  ‘ the enterprise ’ ,[object Object]
The market-cycle ,[object Object],[object Object],boundary of  ‘market’ in conventional business-models
Strategy, tactics, operations (overall cycle and relationships need to be in balance)
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)
Completions and the market-cycle ,[object Object],Focus only on  Production Focus on  Market  and its transactions
The structure of vision ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Putting themselves on the line … ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Business outcomes
What happens next? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Summary ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Many thanks!
Further detail: books by Tom Graves ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],12 Jun 2011 (c) Tom Graves / Tetradian 2010

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Respect as an architectural issue: a case-study in business survival

  • 1. Respect as an architectural issue - a case-study in business survival Tom Graves , Tetradian Consulting IRM-EAC London, June 2011 info@tetradian.com / www.tetradian.com 12 Jun 2011 (c) Tom Graves / Tetradian 2011
  • 2. Scope of enterprise-architecture (this, we’re often told, is the entire scope of enterprise-architecture )
  • 3. Scope of enterprise-architecture (complete EA includes many other intersecting ‘ architectures ’ – security, process, brand, organisation etc)
  • 4.
  • 5. A question of maturity 12 Jun 2011 (c) Tom Graves / Tetradian 2010 (adapted from maturity-model in TOGAF 9, chapter 51)
  • 6. TOGAF scope in maturity-model 12 Jun 2011 (c) Tom Graves / Tetradian 2010 TOGAF 8.1 TOGAF 9 (...everything else is just ‘detail stuff’) Main emphasis of TOGAF, for IT-architecture only ‘ Big-picture’ strategy Pain-points + wicked-problems But business most wants us to work on these...
  • 7. The business problem “ Loss of respect ” – fallen from most-respected bank in region to least-respected bank
  • 8.
  • 9.
  • 10. Stage 1: Meeting with executive-team
  • 11.
  • 12. Five Elements in all organisations (adapted from classic Group Dynamics project-lifecycle)
  • 13.
  • 14. Working with Five Elements (Five Element workshop in progress, for a different organisation)
  • 15. Functional Business Model (typical Functional Business Model, for a different organisation) Describe the structure of the work, how each part relates to other parts, and who is responsible
  • 16. How is this business structured? (Functional Business Model process, with photos, for a different client)
  • 17.
  • 18. Music as metaphor (music as metaphor for team-coordination – executive-team from another organisation)
  • 19. Stage 2: Set-piece with frontline staff
  • 20. Out in the firing-line … (workshop-facilitator in theatre with 400 frontline staff)
  • 21. Getting issues out into the open … (each group described their issues and challenges at work)
  • 22.
  • 23. Stage 3: Back with the executive-team
  • 24.
  • 25.
  • 26.
  • 27.
  • 28.
  • 29.
  • 30.
  • 31. Strategy, tactics, operations (overall cycle and relationships need to be in balance)
  • 32. 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)
  • 33.
  • 34.
  • 35.
  • 37.
  • 38.
  • 40.

Editor's Notes

  1. Tetradian Consulting Unit 215, Communications House 9 St Johns Street Colchester Essex CO2 7NN England www.tetradian.com weblog.tetradian.com [email_address] Twitter: @tetradian © Tom Graves / Tetradian 2010