A Complexity Approach to Managing Technology Enabled Business Transformation
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The document discusses the complexities of enterprise architecture and its role in technology-enabled business transformation, emphasizing the limitations of traditional change management approaches. It critiques the failures of transformations to meet expectations and advocates for iterative and learning-based methods to navigate the complexities of organizational change. The author argues for a deeper understanding of the social dynamics and power structures within an organization to foster effective enterprise architecture and achieve desired outcomes.
![3. AS-IS MODEL 2. TO-BE MODEL
0. AS-IS REALITY 1. TO-BE REALITY
4. GAPS
• A
• B
• C
5. ROAD MAP
Best Practice (waterfall) Change Management
Rarely delivers the desired outcomes – but it is something you can do without having to think too much
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[Why are banks so similar?] DiMaggio, P. J. and Powel, W. W. (1983) The iron cage revisited:
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Target
[Reference]
(Target State)
As-is
(Current State)
Transition
(State +1)
Transition
(State +2)
Strategy level
Conceptual level
(Initial State)
Vision
(Target
State)
Roadmap
(Change)
Gaps
Group and Portfolio Architecture Steer Transformation
Our means are orthodox architecture deliverables mandated by senior decision makers](https://image.slidesharecdn.com/itu20-acomplexityapproachtomanagingtechnologyenabledbusinesstransformation-200217052045/85/A-Complexity-Approach-to-Managing-Technology-Enabled-Business-Transformation-89-320.jpg)
A Complexity Approach to Managing Technology Enabled Business Transformation
- 1. A Complexity inspired approach to Leading Technology Enabled Business Transformation Doctor of Management (Ph.D) Mikkel H Brahm Head of Architecture, Nordea | Digital Banking
- 2. Mikkel H. Brahm Head of Architecture Nordea | Digital Banking 25+ years of experience in the fields of Software Engineering and Enterprise Architecture Slides available at SlideShare https://www.slideshare.net/mikkelbrahm Doctoral (PhD) Thesis available at UH Seeking to Control Enterprise with Architecture the limits and value of an engineering approach from the perspective of an Enterprise Architect http://uhra.herts.ac.uk/handle/2299/17596 ENTERPRISE Intentional process of doing and organizing business emerging from enabling/constraining figurations of relationships always in flux ARCHITECTURE Guiding organisation of structuring structures including human conventions and mechanisms
- 3. Problem Statement Why do most transformations fail to deliver expected results?
- 4. Enterprise Architecture Some definitions to ensure that we understand each other Architects design Architecture Architecture is Structuring Structures1 We impose Structure to achieve Qualities • e.g. Firmitas, Utilitas, Venustas • ~ Durability, Usefulness, Beauty Everything that is Formed has Architecture • whether or not an architect designed it • whether or not emergent = intentional A Company may engage in one or more Businesses A Business is a Purposeful Exchange of Valuables (tangible or intangible; for profit or non-profit) The Business takes place in an Ecosystem of Players who play some role in the Context of the Business e.g. customer and supplier, but also market regulators, competitors, partners, media, .. Enterprise can mean the Ecosystem, the Business, the Company, or the IT of either of these Enterprise Architecture can mean the design of the (intentional) structure of the Enterprise, or/and the (intentional and emergent) structuring of the Enterprise 1) Pierre Bourdieu, (1972) 2013, Outline of a Theory of Practice, Cambridge University Press 4
- 5. MechanismsPeople Action Structure $ Enterprise Architecture What we seek is particular outcomes = action performed by people and mechanisms in structures Harold Leavitt, 1965, Applied Organizational Change in Industry, in Handbook of Organizations, James March (Ed.), Routledge Based on Leavitt’s diamond
- 6. 3. AS-IS MODEL 2. TO-BE MODEL 0. AS-IS REALITY 1. TO-BE REALITY 4. GAPS • A • B • C 5. ROAD MAP Best Practice (waterfall) Change Management Rarely delivers the desired outcomes – but it is something you can do without having to think too much 6[E.g. TOGAF-ADM] Open Group, The (2013) TOGAF® Version 9.1. Zaltbommel: Van Haren Publishing.
- 7. Our limited ability to effect change Iterative and learning based approaches allow you to navigate along the way 7Steve Jobs: The doers are the major thinkers. The people that really create … are both the thinker and doer in one person.
- 8. Changes that you did not intend to occur Iterative and learning based approaches allow you to navigate along the way Influence Action Response e.g. Power and Influence – Public Transcript e.g. Arts of Resistance – Hidden Transcript James C Scott, 1992, Domination and the Arts of Resistance, Yale University Press 8
- 9. Gaps that are not / cannot be modelled Iterative and learning based approaches allow you to navigate along the way Einstein: It’s not that I’m so smart, it’s just that I stay with problems longer ? ! Problem Solution Solution Problem (Objective) 9
- 10. Best Practice (waterfall) Change Management Partial answer to why this approach rarely seem to deliver the desired outcomes Pattern1: Context (= set of Forces) + Problem + Solution Our models are (over) simplifications of the real world => they do not describe all the relevant forces and aspects of problem and solution 1. Gaps between as-is and to-be models are only a subset of gaps between realities ◦ dependencies exist between gaps, both gaps that show up in models and gaps that do not 2. Changes in our roadmap are only a subset of all the changes that occur e.g. do not cover ◦ changes emerging without intentional actions ◦ changes that result from the intentional moves of other players in the ecosystem 3. Some changes that are included in our roadmap, we are not always able to effect ◦ the people available to us may not have the required know how or technologies ◦ “wielding power” to influence, sell, motivate, etc. is difficult and complex ◦ the objective we are pursuing may not be realistic 1) Christopher Alexander, 1979, The Timeless Way of Building & 1977, A Pattern Language, Oxford University Press 10 Iterative approaches may better support learning and navigating along the way
- 15. Complexity I What characterizes this thought style?
- 16. Society is a figuration, and status etc. is not evenly distributed => Everyone cannot win at the same time A subset of society has similar properties e.g. a market => There is no formula that will allow everyone to win Norbert Elias
- 17. Gossiping has the social function to re-iterate norms and values in light of particular (or imaginary) situations
- 18. Norms what it is normal to do aka customs + Values how we make value judgements culture eats strategy for breakfast Peter Drucker Culture the way of life / living / organizing
- 19. If our individual behavior is not socially acceptable we risk exclusion i.e. others cease to have function for us In an organizational setting exclusion can mean being fired, but can also just mean that you do not participate in the fun stuff
- 20. Enforcement – example Boss instructs EA to focus on modelling and documentation Social convention – example EA is overly critical towards senior managers’ ideas and desires
- 21. In every society it may be observed that, if it is not to constitute an insult, the counter-gift must be deferred and different, because the immediate return of an exactly identical object clearly amounts to a refusal (i.e. the return of the same object). The ‘giving of a gift’ is a social construction / social convention There is an ‘art’ to doing it properly Pierre Bourdieu
- 22. One of the most crucial questions for a player is when to play – and when to pass Chris Potts
- 23. Baboons do not use Baboon-made technology Social order is re-enacted and re-negotiated every day Bruno Latour
- 24. Prescription = what the script presupposes from its transcribed actors and authors Transcription = action hitherto played out by human or nonhuman actors is translated to a more durable repertoire Bruno Latour
- 25. We use physical constructs to symbolize social convention
- 26. Scripted-action lends durability to social conventions since scripted enactment is not as such a renegotiation Materiality can have function for people in the sense that the scripted action and prescription can enable and constrain
- 27. An early well-known ”Industrial transformation” into the Hunter-Gatherer Society Technologies that enable hunter-gatherer-society: • Hunting tools e.g. spear, spear thrower • Enables efficient procurement of meat, skins etc. • Gathering tools e.g. wicker basket • Enables efficient gathering of roots, herbs etc. • Fire • Enables cooking of food • Restricts movement • Leads to tribal gathering point • Leads to communal meal • Language / speech • Enables expression of needs and fears etc. • Enables co-cordination and colaboration • Division of Labour – hunter, gatherer, tool-maker • Adam Smith (1776) ”An Inquiry into the Nature and Causes of the Wealth of Nations” • Xenophon (4th century BC) ”Cyropaedia”
- 28. Dichotomy & idealization tends to constrain available options • Good • Agreement • Control • Transparent • Bad • Disagreement • Freedom, Autonomy or Empowerment • Opaque • Useful for some, less for others • Negotiation, Collaboration & Competition • Enabling & Constraining, Self-disciplining • Public & Hidden Transcripts + Ruptures
- 29. We must cease once and for all to describe the effects of power in negative terms: it ‘excludes’, it ‘represses’, it ‘censors’, it ‘abstracts’, it ‘masks’, it ‘conceals’. In fact power produces; it produces reality; it produces domains of objects and rituals of truth. Michel Foucault
- 30. It entails a refusal to use intellectual resources outside a narrow and ‘safe’ terrain Functional stupidity is organizationally-supported lack of reflexivity, substantive reasoning, and justification Source: Alvesson & Spicer, A stupidity-based theory of organizations
- 31. Not only Architects feel competent (and want) to direct change, so be prepared for a political struggle if you seek influence
- 32. What is science?
- 33. Orthodox EA has its roots in natural sciences General Systems Theory
- 34. - 4 =
- 35. - 4 = It depends… … on which assumptions we make
- 36. - 4 = - 1 4* i 2* 2i https://en.wikipedia.org/wiki/Complex_number All science is based on assumptions Different theories are based on different assumptions
- 37. Orthodox EA What characterizes this thought style?
- 38. 1 Orthodox EA presumes autonomy (and rationality) Individual is primary and apart from other individuals
- 39. 2 Orthodox EA presumes determinacy Spontaneity and improvisation is absent or insignificant
- 40. 3 Orthodox EA presumes openness Everything can (and should) be shared and modelled
- 41. 4 Orthodox EA presumes enterprise intentionality Enterprise treated as Entity with own strategy and goals
- 42. 5 Orthodox EA presumes agreement Not aligned individual goals are illegitimate / selfish
- 43. Assumptions that characterise orthodox EA (and Systems Theory) 1. Autonomy 2. Determinacy 3. Openness 4. Intentionality 5. Agreement • The individual is primary, makes meaning of experiences, and makes rational decisions about which course of action to take • Knowable set of stimuli-response; If we know what factors into a situation, then we can predict what will happen in that situation • Information is assumed to be shared openly and hence freely available, so that everything can (and should) be modelled and documented • The Enterprise is treated as an entity with intentionality, and conflicting individual intentionality is made illegitimate • People are assumed to agree on goals and means, or at least architecture cannot begin until agreement is reached
- 44. Complexity II What characterizes this thought style?
- 46. people have function for each other we are born into relationships to people upon whom we depend Elias, Norbert (1991). The Society of Individuals. Basil Blackwell.
- 47. 1 Interdependence enable and constrain our actions Socially unacceptable behavior can damage relationships
- 48. 2 We often act habitually / acceptably to garner support. Provocative actions can lead to renegotiation of norms.
- 49. Phronesis: Wisdom / Practical Judgment – experience based Knowing what it is right to do = being a virtuous person Episteme: Theory and Basic assumptions – pure knowledge Techne: Craftmanship / Method – can be taught
- 50. 3 Power dynamics enable and constrain what it is prudent to say both for subordinates and for the power holders 5 times “Why?” => Socially acceptable rationalization Scott, John C (1990). Domination and the Arts of Resistance - Hidden transcripts. Yale University Press.
- 51. 4 Power is never equally distributed. Any leverage can be used to further one’s interests in any other area. Jackall, Robert (2010). Moral Mazes – The World of Corporate Managers. Oxford University Press.
- 52. Linear causality Culture forms Behaviour OR Behaviour forms Culture Circular or Transformative causality Culture forms Behaviour AND Behaviour forms Culture
- 53. 5 Collaborative innovation hinges on mutual trust that others can contribute what we ourselves cannot
- 54. Assumptions underpinning my approach (contrasted with assumptions underpinning Systems Theory) 1. Autonomy 2. Determinacy 3. Openness 4. Intentionality 5. Agreement 1. Mutual interdependence 2. Self-disciplining and Spontaneity 3. Hidden Transcript and Public Transcript 4. Figuration of relationships with power-differentials 5. Web of Intentionality - Collaboration and Competition
- 55. Individual Group Relationship Figuration = Patterns of Relationships in Flux
- 56. Mechanism Scripted ActionTranscription (or Inscription or Encoding) Author (Developer) Actor (User) Prescription Actor-Network Theory “primer” (https://www.nyu.edu/projects/nissenbaum/papers/Latour_Mixing.pdf) Actor Techne can be taught, Phronesis cannot – perhaps we can only transcribe Techne?
- 57. Technology and Mechanisms 1. Autonomy 2. Determinacy 3. Openness 4. Intentionality 5. Agreement 1. Interdependence 2. Self-disciplining 3. Hidden Transcript 4. Power Figuration 5. Collaborate/compete 1. Transcription 2. Turing machines 3. Knowable but complicated 4. Scripted Action & Prescription 5. No responsiveness (Bruno Latour)
- 58. No Universal Theory Systems Theory explains systems e.g. mechanical Process Theory explains humans organizing
- 60. Elias, Norbert (1978). What is Sociology? Columbia University Press. Multi-tiered game representatives • delegates leaders • government court • elite We tend to personify the source of the constraints which we feel compelled to obey
- 61. Architecture What difference does it make how I think?
- 62. James Lapalme, l’École de Technologie Supérieure Enterprise Architecture is many things to many people…
- 63. • Customer’s devices • Customer’s systems e.g. ERP • Search Engines • Public Infrastructure • Market places • Laws and norms • Standards of doing business • Labour unions • Taboos Architecture, both as-is and to-be, is also outside the company This can be a source of both some stability and some change
- 64. Our product sells how can we produce it cheaper or faster Inside-in Our product does not sell, but should how can we market it better Inside-out Our product does not seem to work what is it that customers do need Outside-in Our product would work in a different market who can augment our product Outside-out Figuration has no in-/outside, but we can take the perspective of the other e.g. the customer, the regulator, the partner etc.
- 65. Practical examples of Orthodoxy Outcome Mean / Objective Mean / Objective Mean Mean MeanMean Linear Causality => Predictable
- 66. Practical examples of Orthodoxy Mean Mean Mean Mean Outcome Organisation / needs in t0 = organisation / needs in t1 i.e. we control when the organization does and does not change t0 t1
- 67. Practical examples of Orthodoxy Elias: Idealization of stable states Process-reduced language Analyze Design Execute Unfreeze Change Refreeze (Kurt Lewin)
- 68. The v-model assumes that you can hand over the entire outcome of your work Practical examples of Orthodoxy
- 69. Practical examples of Orthodoxy AS-IS LOGICAL AS-IS PHYSICAL TO-BE LOGICAL TO-BE PHYSICAL
- 70. STRATEGY SOURCE: McKinsey Organization Design Service Line, McKinsey 9 Golden Rules report 2013 SOURCE: Leavitt, Harold J. “Applied Organizational Change in Industry” in Handbook of Organizations pp 1144-70 1965 5 decades of improvements … … without progress
- 71. Taking the attitude of the other is what allows us to understand their perception of us – and allows us to “fit in” Rather than pursuing an unattainable level of predictability, why not improve instead our ability to observe and understand?
- 72. George Herbert Mead describes “the attitude of the engineer” as an enlarged sense of social self and attitudes of others
- 73. To engineer something helpful, we must understand both the person we are trying to help and their journey (fulfil need)
- 75. Practice Being in charge without being in control
- 76. 76 [Why are banks so similar?] DiMaggio, P. J. and Powel, W. W. (1983) The iron cage revisited: Institutional isomorphism and collective rationality in organisational fields. American Sociological Review. 48(2), pp.147-160.
- 77. Source: Nordea, Annual Report 2017, nordea.com Investor Relations Nordea simultaneously responds to change and innovate Together, we lead the way, enabling dreams and everyday aspirations for a greater good 77
- 78. 2018 © Nordea Digital Company confidential Customer Statement “I will trust a bank that guides me when I feel lost, comforts me when I feel frustrated, and encourages me when I need motivation.” Take my hand and I will trust you Customer Statement
- 79. Source: Nordea, Annual Report 2018, nordea.com Investor Relations 79 €m
- 80. Nordea’s adoption of Scaled-Agile Framework This is a work in progress – roughly 50 % of development is done in a SAFe (“inspired”) structure • Nordea has split our total investment in change into 7 portfolios • Initiatives in a portfolio are sized according to investment level (essential, large, full) • Cadence is common 4*12 weeks PI’s (+3+1 weeks of vacation) = matches fiscal year & quarters 80Source: https://scaledagileframework.com/
- 81. Group Business Support Nordea Organisation, simplified No split between IT and Business, nor Silos; just Run the Business and Change the Business Group Functions Personal Wholesale RUN THE BANK CHANGETHEBANK Group Functions Portfolio Personal Portfolio Commercial Portfolio Commercial & Business Wealth Wealth Portfolio Wholesale Portfolio Change Execution Initiatives funded by Portfolios Product (not Project) funding i.e. ≈ Stable Burn Rate Architectural Governance is a mix of Investment Gates and Solution Architects assigned into Hubs Group Data Portfolio Group Tech Portfolio Group Architecture CEO 81
- 82. Shared via Architecture Repository EA provide initiatives with Target and Transition architecture We do not just seek autonomy per se, but a mix with just-in-time centralized decisions 82 Enterprise Level Portfolio Level Solution Level Information Guidance Approved by Architecture Board Approved by Maker + Checker Solution Architects must link their architecture to Enterprise and Portfolio level architecture Architecture that guides build teams must be approved by the Architecture Board We are centralizing prioritization and control over the transformation of Nordea and invalidate previous ‘silo-decisions’ Published by Head Architect Approved by Maker + Checker scaledagileframework.com: Centralize infrequent long-lasting decisions that provide significant economies of scale
- 83. Budgets&Guidelines Controlling&Reporting Henry Mintzberg, 1983, Structure in Fives, Designing effective organizations, Prentice-Hall 83
- 84. Sunshine 84James C Scott, 1992, Domination and the Arts of Resistance, Yale University Press
- 85. Architecture Board Includes COO’s and CIO Head Architect Dual competent Solution Architect Dual competent Developer Cross-functional teams trust trust trust 85Steve Jobs: The people that really create the things … are both the thinker and doer in one person.
- 86. Nordea & Personal Banking Priorities 2019 Each Business Area defines sub-goals to the Group level priorities Increase Business Momentum • Mmmmmmm mmm mmmmmmmm mmmmmmmmm • Mmm mmmmmmmmm mmm mmmmmmmmmmm • Mmmm mmmmmmmmmm mmm • Mmmmmm mm mmm m mmmmmmmm • Mm mmmmmmmm mmm mmmmmmmmm Drive Structural Cost Efficiency • Mmmmmmmmm m mmmmmmm mm mmmmmm • Mmmmm mmmmmmmmm mmmmmmm mmmmm • Mm mmmmmmm mmmmmmm mmmmmmm Key Priorities Key Enablers Leverage ONE Nordea Embrace Data, Technology & Digitalisation Embed the Nordea Culture • Mm mmmmmmmmmm mmmmmmmmmmmm mmmmmmmmmmm mmmmm Mm mmmmmmmmmm mmmmmmmmmmmm mmmmmmmmmmm mmmmm • Mm mmmmmmmmmm mmmmmmmmmmmm mmmmmmmmmmm mmmmm 86 What to architect? Completeness of Vision?
- 87. Investment in Change in Personal Banking 2019 Illustrative example (names/numbers are modified) 87 INITIATIVE ARCH. ALIGN BUDGET FY TARGET ARCH. PRIORITY ARCHITECTURE ALIGN & PRIORITY RATIONALE BusinessMomentum StructuralCostEfficiency LeverageONENordea Data,Tech&Digi Lack of clarity of scope boundaries with <other investment> and risk of duplication € 1,2m Increase momentum within some product offering Product and Service 1 Have not yet adopted strategic enabler zzz€ 2,1m Increase momentum within some servicing offeringProduct and Service 2 Building yyy, which could be acquired to speed up innovation € 12,1mWin the XYZ market by ZYXMarket 3 High Biggest and most important enabler in the bankMostly€ 121mNnn mmmmmmmm nnn mmmmmmRe-platform 2 Key enabler for re-platform 2€ 12,1mNnn mmmmmmmm nnn mmmmmmNew capability 1 High Key enabler for re-platform 2Fully€ 21,2mNnn mmmmmmmm nnn mmmmmmRe-platform 1 Mmm m mmm mmmmmmmmm mmm€ 2,1mNnn mmmmmmmm nnn mmmmmmNew capability 2 Mmm m mmm mmmmmmmmm mmmNeutral€ 1,2mNnn mmmmmmmm nnn mmmmmmInnovative capability 3 Mmm m mmm mmmmmmmmm mmm€ 2,1mNnn mmmmmmmm nnn mmmmmmCulture transformation 1 Embedthe NordeaCulture Nordea and PeB 2019 PRIORITY High Mostly None Mostly None Mostly None Mostly None None NoneFully Mostly Business Momentum Leverage ONE Nordea Data Tech Digi Cul- ture Cost out Next step (I hope): Pivot to focused Goals-driven Inspiration: Chris Potts, FruITion Series, Creating the Ultimate Corporate Strategy for Information Technology Investment culture? Ability to execute?
- 88. Nordea’s transformation is a series of transformational changes Currently the ecosystem probably requires us to change more than we can cope with in one go Simplify Operating Core Digitalize Sales and Servicing Open Supply and Distribution 88
- 89. 89 Target [Reference] (Target State) As-is (Current State) Transition (State +1) Transition (State +2) Strategy level Conceptual level (Initial State) Vision (Target State) Roadmap (Change) Gaps Group and Portfolio Architecture Steer Transformation Our means are orthodox architecture deliverables mandated by senior decision makers
- 90. 90 PeB Execution Core Hubs Responsible for a core Application Platform i.e. reusable systems that can support (multiple) value streams Journey Hubs End-to-end responsible for an Operational Value Stream aka User Journey including the Users eXperience from need arises to need fulfilled PeB has two kinds of Hubs / Development streams In SAFe, an Operational Value Stream is supported by People and Systems Inspiration: www.scaledagileframework.com + Milan Gunther + Eric Ries + Complex-responsive perspective
- 91. Processes for ensuring that we do what we agree Portfolio Architectural Alignment ◦ Demonstrate that initiatives are architecturally aligned, critical dependencies identified. and meaningful prioritization exists. ◦ Conducted by Enterprise Architects in the Portfolio Architecture team on a quarterly basis with special emphasis in Q3 when input for the yearly Development Prioritization Process (DPP) must be submitted Strategic Initiative Architectural Alignment ◦ Demonstrate that the highest cost and/or impact initiatives have optimal architectural/strategy alignment and executive support. ◦ Conducted by Enterprise Architects in the Portfolio Architecture team upon material scope or epic change. Delivery Architectural Alignment ◦ Demonstrate that initiatives (whether project or agile-based) have their scope/epics aligned with approved artefacts, and are consuming IT standards. ◦ Conducted as maker/checker peer review upon reaching D2 (before Run phase) when HLD is ready for review. Processes for agreeing what we want Technology Adoption and Use ◦ Demonstrate that a minimal set of operationally supportable technology standards exist to meet business objectives. ◦ Demonstrate that obsolescence and security risks are mitigated through robust lifecycle management, ◦ Demonstrate that cost, complexity and risk is reduced through service-based delivery of technology, ◦ The requestor of a Standard proposal must assign the proposal to a Head Architect (leader of a sub-unit in the Group Architecture unit). Artefacts Adoption and Use ◦ Demonstrate that artefacts have been approved by accountable persons from architecture, business, functions, technology, data, security and risk/compliance areas/domains, in an inclusive manner. ◦ Artefacts are submitted to Architecture Board for approval by a Head Architect (leader of a sub-unit in the Group Architecture unit). 91 Agree what we want, and Do what we agree Governance is how we follow up on gaps between emergence and intention
- 92. 92 Ambition Level Scope Calendar Time / Deadline Prioritization Epics / Features Architecture – Business Needs Capacity Budget / # of Teams Consultants / Sourcing Do you want to invest more money in change execution to become more aligned? Should we do more enablers and fewer business features to become more aligned? Should we lower the ambition level to become more aligned? (or just wait) Escalate to create transparency into the actual state of affairs PortfolioGovernance ensures that the Balancing Act is done by Senior Decision Makers
- 93. Enterprise Architect toolbox A multi-disciplinary approach will enable more informed decision making 93 Enterprise Architecture (and Technology) Tools, Methods, and Understanding Business and Change Management Tools, Methods, and Understanding Leadership and Psychology Tools, Methods, and Understanding
- 94. How you become competent hinders development of expertise To evolve you must first follow prescriptive methods and models, and then transcend them 94 Schooling Mentoring Reflexivity Transcend MethodsandModels Follow MethodsandModels Hubert and Stuart Dreyfus, 1986, Mind over Machine, Macmillan Inc.
- 95. Summary Different ways of thinking about change
- 96. We need a multi-disciplinary approach Complex Responsive Processes of Relating Systems Theory People (Human actors) Technology (Mechanical construction) Action (Continuous flow) Structure (Social construction) ? ANT is first of all a negative argument
- 97. ENTERPRISE Intentional process of doing and organizing business emerging from enabling/constraining figurations of relationships always in flux ARCHITECTURE Organisation of structuring structures including human conventions and mechanisms
- 98. So far, we are mainly modelling “as sketch”. We maintain very few coherent enterprise models. UmlAsBlueprint is a UmlMode that focuses on completene The essence of (UmlAsSketch) sketching is selectivity The promise of (UmlAsProgrammingLanguage as) a higher level language (is that it is) … more productive than current programming languages.Martin Fowler
- 99. Take different perspectives i-i, i-o, o-i, o-o Team, Company, Market, Society are all just subsets of organizing = patterning of relationships always in flux Consider carefully when you need more or less stability Conversations – and action in general – can take more fluid or more formalized forms Choose carefully when to play or pass Trust (social capital) can be built up (not given) over time, but it can be lost very quickly and dramatically Small incremental changes are less difficult to validate Changing structuring structures can have unpredictable effects, and can be dificult to recover from Choose carefully whom to oppose and whom to back Many people want to influence the organization in similar ways to Enterprise Architects Some observations and ideas
- 100. • Find out what you are architecting • Find out who is building / making decisions on what you are architecting • Find out which questions the builders / decision-makers have • E.g. how to build in a desirable, viable, feasible (, …) way • Find out who also wants to supply such answers • Find out which of these could be allies and which are opponents • Do whatever it takes to provide the needed answers / guidance Universal Architecture Method
- 101. Stacey, Ralph D. and Mowles, Chris (2016). Strategic management and Organisational Dynamics: The Challenge of Complexity to Ways of Thinking About Organisations. 7th ed. United Kingdom: Pearson Education. Stacey, Ralph D (2012). Tools & Techniques of Leadership and Management. Routledge. Jackall, Robert (2010). Moral Mazes – The World of Corporate Managers. Oxford University Press. Scott, John C (1990). Domination and the Arts of Resistance - Hidden transcripts. Yale University Press. Elias, Norbert (1978). What is Sociology? Columbia University Press. Elias, Norbert (1991). The Society of Individuals. Basil Blackwell. Latour, Bruno (2005). Reassembling the Social – An introduction to Actor-Network-Theory. Oxford University Press. Mead, George Herbert (1934). Mind, Self, & Society. The University of Chicago Press. Bourdieu, Pierre (1977) Outline of a Theory of Practice. Cambridge University Press Scott, John C (1998). Seeing like a State – How Certain Schemes to Improve the Human Condition Have Failed. Yale University Press. Guenther, Milan (2013). Intersection – How Enterprise Design bridges the gap between Business, technology and People. Elsevier. Ries, Eric (2013). The Lean Startup – How today’s Entrepreneurs use Continuous Innovation to create radically successful Businesses. Crown Business.