Arribatec Group Asa · OSL:ARR
Arribatec Group Asa — Arribatec Webinar: Six Reasons You Need Holistic Enterprise Architecture (June 2022)
44 slides from Arribatec Group Asa's conference presentation, Jun 15, 2022
Slide 1: Six Reasons You Need Holistic Enterprise Architecture
Six Reasons You Need Holistic Enterprise Architecture John Gøtze June 15th, 2022 1
Slide 2: Webinar: Seks grunner til at du trenger holistisk virksomhetsarkitektur
*29}eqIuy \ Webinar Seks grunner til at du trenger holistisk virksomhetsarkitektur . Arribatece
Slide 3: Survival Tip
SURVIVAL TIP: If you get lost in the woods start talking about ue and someone will show up to argue with you.
Slide 4: Enterprise Architects are Dead. Long Live Enterprise Architecture Management!
= 9 a a & Jobs Messaging Notifications. «Me™ Work Learning Enterprise Architects are Dead. Long Lives Enterprise Architecture Management! Published on July 15, 2021 Wolfgang Goebl « ist 1c Architectural Think Ok, let's face the truth - Enterprise Architecture is a very unsuccessful disc most compani
Slide 5: 6 reasons you need holistic enterprise architecture
6 reasons you need holistic enterprise architecture It is essential in today’s VUCA world to understand and co - design: • how the elements that make up your enterprise are related, architecturally • your enterprise’s organization design • your enterprise’s risk appetite and security challenges, • y
Slide 6: We Live in a VUCA World
We Live in a VUCA World Omskiftelighed Uvished Kompleksitet Uklarhed 6
Slide 7: Coherency, Viability, Adaptability, Ubiquity in a VUCA World
‒ VUCA Wo rld ‒ VUCA Wo rld Sammehæng Levedygtighed Cohe re nc y Via b ility The s ta te of s tic king toge the r The a b ility of the e nte rpris e 202x - whe n we ne e d a nd wa nt to to go b e yond me re ly d oing wha t it d oe s , a nd . d oing it Living in a we ll a nd e ffic ie ntly VUCA World
Slide 8: Architecture
Architecture o\
Slide 9: ISO/IEC/IEEE 42020:2019 architecture
ISO/IEC/IEEE 42020:2019 architecture • fundamental concepts or properties of an entity in its environment and governing principles for the realization and evolution of this entity and its related life cycle processes • Note: The entity to be architected can be of several kinds, as illustrated in the
Slide 10: ISO/IEC/IEEE 42020:2019 architecting
ISO/IEC/IEEE 42020:2019 architecting • conceiving, defining, expressing, documenting, communicating, certifying proper implementation of, maintaining and improving an architecture throughout the life cycle for an architecture entity • Note 1 to entry: The entity to be architected can be of several k
Slide 11: Architecture, Architecting, Architecturing
Architecture,Architecting, Architecturing • A noun a nd a ve rb • Some thing we ha ve a nd s ome thing we d o/c re a te /c o- d e s ign 11
Slide 12: ISO/IEC/IEEE 42020:2019 enterprise
ISO/IEC/IEEE 42020:2019 enterprise • bold or complex endeavor • Note 1 to entry: One or more organizations can participate in an enterprise. In case of multi - organization enterprises, each of the organizations brings various resources forward for use in the enterprise and they participate to the e
Slide 13: What kind of enterprise do you want to be?
What kind of enterprise do you want to be? Effective Cost Viable Center Enterprise Lean & Ineffective Awkward Mean Enterprise Enterprise 13 Inefficient Efficient
Slide 14: The EA3 Cube
14 The EA3 Cube Current Architecture Architecture Management & Transition Plan Aligned Strategic Goals Optimized = — Workflows Enhanced Dataflows Integrated Systems Converged Infrastructure Future Architecture o\
Slide 15: 15
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Slide 16: EA6 Organizational
16 EA6 Organizational Structure Risk Management Functional Domains Products & Services Markets and Valuation Human Capital o\
Slide 17: Risk
Risk Management Functional Domains <2 Business <> Strategy Vertical integration Strategy & Governance Business Activities ‘Supply Chains Hontontal integration Product & Service Catalogs Traditional ‘&Online Storefronts Human Capital O
Slide 18: Face 1: Organizational Structure
Bus ine s s Unit A Organizational Structure De p a rtme nt Organizational Structure . Prog ra m Depicts the major business units (BUs) that Te a m Ind ivid ua l make up the organization. Logo Reporting relationships between Business Unit B governance bodies and the BUs are usually depicted through a
Slide 19: Matrixed Hierarchy vs Componentized Company
Structure of Matrixed Hierarchy Company Design of Componentized Company Tribe Tribe CEO PO PO PO PO PO PO PO PO Product Product Product Line A Line B Line C Chapter Chapter Marketing R&D Chapter Guild Chapter Production Procurement Finance Squad Squad Squad Squad Squad Squad Squad Squad Source: H. K
Slide 20: Face 2: Functional Domains
Functional Strategy & Functional Domains . Domains Governance Technology Ɵ Business Ɵ Strategy Depicts the major performance capability areas of an organization, presented Business hierarchically in sub - architecture domains. Activities Performance Capability The relationship of these domains is th
Slide 21: Technology Business Strategy
Strategy Technology Business 21
Slide 22: Line of sight
Line of sight Strategy Business Technology 22
Slide 23: Face 3: Risk Management
Risk Management. Risk Environment Depicts key areas of risk in each Management & Scenarios functional domain and in the BUs. Organizations want to eliminate or limit Process Quality disruptions that effect mission success or & Controls profitability. Uncertainty Risk derives from uncertainty in Tole
Slide 24: Risk Management, Cybersecurity
Risk Management,Cybersecurity • NIST Cybersecurity Framework ISO 2700x OWASP Top 10 CIS IEC 62443 … 24
Slide 25: Face 4: Markets & Valuation
BU- X BU- D BU- C BU - B BU- A Markets & Competitive Markets & Valuation . Valuation Position Depicts the public and private sector markets and/or mission areas that the Financials organization is active in. & Talent External Conditions For private sector organizations this is the market’s valuation
Slide 26: Fra Indefra-og-Ud Til Udefra-og-Ind
Fra Indefra - og- Ud Til Udefra - og- Ind 26
Slide 27: Enterprise Ecosystem
Enterprise Ecosystem 27 James Lapalme, 2011, in IT Professional (Vol14,Issue6)
Slide 28: Face 5: Human Capital
Human Leadership & Human Capital. Capital Governance Depicts the knowledge, skills, and abilities (KSAs) needed in each functional domain of Business the organization. The KSAs are different for Recruitmen Manageme executives, managers, and staff in each t, nt area. Retention, There is a “cultural c
Slide 29: Bureaucracy versus Humanocracy
29 Bureaucracy versus H umanocracy Bureaucracy Institution Individual Output Humanocracy Individual Institution Impact We need to put human beings, not structures, processes, or methods, at the center of our organizations. Instead of a management model that seeks to maximize control for the sake of
Slide 30: Face 6: Products & Services
Products & Services . Products BU- X Depicts the tangible or virtual products & Services and services that the organization provides to internal and external customers. Customer Supply BU- D Relationships Chains Horizonta l B2B range of relationships Mission success and profitability are (internal &
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Slide 32: Cube Fact: Only 3 faces can be seen in one viewpoint
CUBE FACT: Only 3 faces can be seen in one viewpoint Ma p p ing of pos s ib le vie ws Vie wpoints Structure Function Risk Value People Product Value Structure People Value People Product Value Product Function Value Function Structure People Structure Risk People Value Structure Struc ture People Ri
Slide 33: 8 Viewpoints (intersections)
Struc ture Va lue Func tion Struc ture Va lue Pe op le Prod uc t Pe ople Prod uc t Va lue Func tion Va lue Struc ture Ris k Struc ture Func tion Pe op le Ris k Pe ople Prod uc t Ris k Func tion Ris k Prod uc t 8 Viewpoints ( intersections ) 33
Slide 34: Patterns
Patterns … Va lue Pe ople Prod uc t Value proposition Structure Value Function Shared services; segment architecture Structure People Value Benefit realization ; reaping/ sowing Structure Function Risk Integrated Management system Structure Risk People GDPR Function Product Risk Lifecycle challenges
Slide 35: The Dark Side of the Cube
The Dark Side of the Cube Value Structure People Product Risk Function Value People Product Risk Structure Function Value Product Function Risk People Structure Value Function Structure Risk Product People Struc ture Va lue People Structure Risk Function Value Product People Value Structure Product
Slide 36: Opposing faces must add up to 7
7 • (opposing faces must add up to 7) 36
Slide 37: Conway's Law
37 Any organization that designs a system will produce a design whose structure is a copy Conway's Law of the organization's communication structure. Op p os ite Fa c e s : 1 a nd 6 37
Slide 38: Architect or Bee?
38 Architect or Bee? Op p os ite Fa c e s 38
Slide 39: Enterprise Investment
Enterprise Investment Op p os ite Fa c e s 39
Slide 40: Dark Patterns
Dark Patterns 40
Slide 41: Richard H. Thaler
Richard H. Thaler 2017 Nobel Memorial Prize in Economic Sciences for behavioral economics. A choice architect has the responsibility for organizing the context in which people make decisions. Choice architecture - a means to improve consumer decision-making by minimizing biases and errors that arise
Slide 42: Bålforbud!
we BALFORBUD! Hvem kan fa dispensasjon? “INGEN Ja, men... INGEN Vi skal bare... INGEN FORBUDET GJELDER OGSA NAR: 3% du er forsiktig 3 du kjenner flere eksperter, eller er ekspert selv 3 du skulle bare... eller har tent bal i hele ditt liv 3¢ du er pa ferie 3%¢ du har gledet deg til polser 3% dere er
Slide 43: Get Certified
Get Certified Nov ) https://www.arribatec.com/certified - enterprise - architect - program - from - ieai/ 43 43
Slide 44: Thank You!
ThankYou! John Gøtze EA Fellows ApS john@eafellows.com 44