Design Thinking is more than thinking differently; it is working with, and for, people from the very beginning in order to create better outcomes. The key is engaging your executive sponsor and demonstrating enough value to give you the space (and resources) to deliver something that is innovative, technologically feasible, commercially viable and above all, desirable for the customer.
I was speaking recently at a Digital Strategy conference and chose to reflect on our experiences in assisting large corporates with their digital strategies. Many of our discussions start with executives just seeking to understand what a digital strategy should actually encompass and how to go about it. It was somewhat revealing to synthesise this experience and I thought worth sharing.
Enterprise Design is a term we have come to use within Enterprise Architects to describe the merging of the disciplines of Service Design, Information Management and Enterprise Architecture. We have discussed the importance of Information Architecture and Information Management here previously; the focus of this article is the relationship between Design Thinking, Service Design and Enterprise Architecture.
In 2014, Enterprise Architects decided to empower organisations who were working to bring about a 100% renewable energy future. We provided our strategy and enterprise architecture services to climate leaders to rebuild and renew their organisations “better, faster, cheaper”. When the call out was made to the team to see who would be interested to donate their time and skills for a safe climate, we immediately had 12 consultants and managers putting their hands up to contribute, and others joined later.
Good design is one of the core elements of the Enterprise Architecture discipline. I recently came across and was inspired by Mike Monteiro’s presentation at Webstock 2013. Mike’s presentation was a ‘call to action’ to designers of all walks of life to take their responsibility seriously and deliver good design. This caused me to re-visit a paper I presented some time ago at the Software Engineering Conference in 2010 that aimed to identify the principles of good design.
Recently while hosting one of our Business Architecture Information Sessions I found myself reflecting on how far Business Architecture has come as a profession. I pondered an episode from our past which many would now find hard to believe. It was around early 2007 and as a provider of architecture talent, EA had developed a very sophisticated view of the architecture job family framework and there was a discussion around our board table where we entertained the question: Is Business Architect a valid member of the Architecture Job Family framework?
’ve been around a few organisations now where I still see Enterprise Architecture being nothing more than a thing that IT people do. There is a terrible lack of trust between the Business and IT organisation, and we still haven’t gotten any closer to having significant and productive discussions about things that matter to getting business done.
Data scientists and technical experts bandy around terms like Hadoop, Pig, Mahout, and Sqoop, making us wonder if we’re talking about information architecture or a Dr. Seuss book. Business executives who want to leverage the value of Big Data analytics in their organisation can get lost amidst this highly-technical and rapidly-emerging ecosystem. In an effort to simplify Big Data, many experts have referenced the “3 V’s”: Volume, Velocity, and Variety. In other words, is information being generated at a high volume (e.g. terabytes per day), with a rapid rate of change, encompassing a broad range of sources including both structured and unstructured data?
There are many different reasons why someone decides to become TOGAF® certified. As a trainer I aim not only to ensure you do well on your TOGAF® exam, but to guide you to a space where you can become facilitators of transformation within your companies.
In reading the literature available on Business Architecture it strikes me that most of these mention Business Architecture in the context of the entire organisation or ensuring IT alignment to organisational strategy. While these are true statements, Business Architecture provides a lot more. Each function or capability in an organisation can benefit from the application of business architecture. I typically explain this approach using a General Systems Theory lens.