Tag Archives: architecture

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Do you grow your digital governance?

Category:EA,Services,UK Blog Tags : 

Whatever term one might use, the meaning of ‘digital governance’ seems to be what we all care about in larger organisations – how to automate digital information to provide a better collective transparency and insight of the enterprise. It is not just about data and it is not just about processes; it is about people –  how we work smarter and more automated as an enterprise with data and processes to improve our digital ability to drive forward better decision-making. Sometimes ‘digital’ is simply loose for data, but underneath, it  is associated with either digitization and/or digital transformation – and don’t mix up these two terms…

“Increasingly, the work we do is enabled more and more by new IT, including automation, robotics, and intelligent platforms”.
                                                                                                                                                                                — Pierre Nanterme

Working with decision processes, we need to consider that such decision-making processes are very different from business processes of a value chain; simply the characteristics of cause-and-effect are less tangible and more ‘soft’. Trying to understand the complexity and nature of the decision-making processes, we need to adapt to the company tongue, the stakeholders and the way such a business is driving decisions. It means we can still implement smarter solutions of digital governance, which is what we normally refer to when we talk ‘how we make decisions’; however, it also means that to succeed with such solutions we need to consider how to digitize and successfully grow the governance when data is not enough on its own.

“I think the automation of vision is a much bigger deal than the invention of perspective”.
— Trevor Pagien

We often talk  ‘digital governance’  in context of ‘automation’ because a digital governance will automate manual tasks. A growing governance is where we continuously get more data into the fact-based decision support, and where we achieve this by managing the organisational change federating more data to collectively become wiser. This is what enterprise information management (EIM) is all about, the outcome of enterprise architecture (EA) in a nut-shell mastering the terms and information architecture.

Governance requires corporate information as fuel, and needs to be flexible enough to accommodate to ever-changing market conditions. A digital governance will benefit from our approach to agile information management. Today there is almost a hype around business models but only few enterprises have conceptual models connecting this to business models and providing a closed-loop approach by ‘wiring’ these models to real-time operational data and planning input.

The objective of the governance of the information management is the agile construct of an enterprise-wide business model which  serves the purpose of better decision insight and strategic planning. Digital governance cannot be achieved without people, stakeholders and data. It is not about making another calif ERP; it is about recognizing the eco-system, where we provide the technology and methodology to maintain the logic model, where data can be interchanged, communicated, enriched – via  a (digital) web front end or via (digital) integration to other (digital) systems. This is about applying information management, growing it in a DevOps or agile way, to support the open-ended construct of improving the way “we make decisions”. For this, we have chosen to work with award-wining world-leading software.

“It is not about making another calif ERP; it is about seeing the eco-system, where we provide the technology and methodology to maintain the logic business model where data can be interchanged, communicated, enriched – via web front end or via integration to other systems”.

So what is it that we solve with a growing digital governance? We build a connected truth as business models providing a closed-loop approach by ‘wiring’ these models to real-time operational data and planning input. We don’t like building architecture tools for architecture, or bakeries that bake for bakers. We like to connect the users of an enterprise by re-using data, by re-using the knowledge maintained in other systems such as data warehouses, service management tools, financial systems, HR systems, etc. We apply design thinking, so instead of the old-school of “learn a framework, buy a tool, draw some processes, then hope”, then work with rapid development tooling to apply automation processes and data by pretotyping the decision support, simply to avoid middle-layers of requirements analysts interpreting coders. So enterprise architects and strategists working with this methodology will grow the governance as DevOps, and it will keep the customer-facing activities along a succesful growing of digital governance.

Sometimes, we also see words used in this context:

  • EIM – As the overall Enterprise Information Management discipline, continuously automating information that else would be manually handled in SharePoint, Excel, Access or similar silo-based system. EIM is what provides the digital platform for execution.
  • PI – As the solution to Process Intelligence, of how to gain insight to decision support from our business processes. This typically is an automation of drawings, diagrams and emails, that otherwise would reside in distributed mailboxes with visio, powerpoints etc. With a process intelligence setup, people can collaborate on the same set of process insight as re-usable meta data.
  • CMDB – As the specific solution to service desk and IT operations. With a CMDB, people can start automate ticket flows, email and chat notifications, to automate the configuration items of IT operations.

To make the digital governance succesful, it needs to grow. To mature the governance, make it actionable and follow the data and the people in the room to discuss how decisions are taken, and then grow the outcome to make it tangible.This is what digital growing governance is all about.

We power your digital mood!

 


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How “Design Thinking” improves corporate performance

Category:EA,Services Tags : 

How can a design process impact an overall corporate performance? Design Thinking really is a mindset or a paradigm of how an organisation works with human-centred problems; it is the soft skills that make the execution successful. And working with improving performance and governance, a successful execution of such an initiative is often more about the human adaptation where the mindset and behaviour is tackled better and where creativity, collaboration and iterations are factored into the approach.  It does require buy-in from the top management, but also requires buy-in from the contributors. Succeeding with strategy is more than a single person to work differently.

According to Jen Sheahan, Design Thinking should be perceived as a “mindset”; a way of approaching problems that are human-centred, but as such is nothing new. Design thinking has some interpretations associated, however, when we apply it with information management and strategy to execution, it can be boiled down to the following solution elements:

–         Preto-type

–         Collaborative

–         Short-Cycled

–         Sprints

Let’s go through these to understand why Design Thinking is considered a wise approach that may seem “lightweight”, but often also shows faster-to-market, cheaper and with higher chance of reaching the targeted outcome. As such Design Thinking is agnostic to technology, however, it does put requirements on technology to support the rapid developments embedded in the new mindset. This why we have chosen to work only with predefined technologies (MooD, Signavio, …) that support the mindset of Design Thinking.

Preto-type:
One should look up the pretotyping manifesto or some of the you tubes of Alberto Savoia. Where prototype is about developing an “early” product, pretotype is about testing the idea before building anything. And this concept can easily be applied to strategy execution and architecture, simply to support fail-fast and ensure validation of the outcome is done all-through the learning-curve of an implementation; in other words, secure validation is constantly part of development – not left entirely to testing at the end.

Collaborative:
One should look up the talk to yourself hat, by Kate Hartman to value the perspective, that architecture is not meant for architects; likewise, strategies are not meant for strategists. The entire idea of the execution is to provide a solution that interacts with people to support the collaboration and democratisation of data. This is often the hardest requirement on supporting technology where BI tools and EA tools often come short with heavy clients that allow only collaboration within specialised sub communities.

Short-Cycled:
To tackle improved business performance, Gartner operates with a market guide called Enterprise Business Process Analysis (EBPA) which is the discipline of business modelling aimed at transforming and improving business performance with an emphasis on cross viewpoint, cross function analysis and strategic decision support aimed at improving business outcomes. The fundamental principles of this performance improvement is short-cycled delivery, a light-weight but robust modelling and governance that provides frequent updates like Dev-Ops and many of the agile concepts. This is the fundamental for providing constant delivery.

Sprints:
In the discussion around agile (which to a large extend may be categorized as short-cycled), there is typically a need to structure epics and use-cases into sprints, simply as to communicate and focus development in a larger picture. The structuring of work into Sprints is key to align with management and stakeholders to provide “planning”. Management should focus on the agility and changes of the environment, hence, the ubiquitous purpose of sprints is to support the strategic planning to be prepared.

We help to align long-term planning with short-term planning, which is an ongoing process – and a digital process of information management. Long-live the digital planning. If you have questions, please make contact. We are a consulting house with senior profiles and business solutions; we provide deep expertise in digital planning, digital governance and process automation. We power your digital mood!


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GDPR – How to make it stick!

Category:EA,Services Tags : 

Many companies are spending large amount of effort to run  GDPR projects prior to May 25th, 2018, however, we face an increasing interest to migrate away from proprietary point-tools of GDPR assessments towards a permanent solution within the EA Portal to make the compliance a continuous process within the data-driven enterprise;

If you manage your EA well, the GDPR implementation it is a minor step to extend your EA Portal to a modern and managed regulations Portal.  However, if you do not have a solid, end-user accessible EA Portal, having control of data, integrations, and technologies, the GDPR project may be a big effort. Starting with architecture focus for architects will not help the journey – you need to apply evolved techniques to succeed and mature in time to meet business requirements.

We advocate to simplify the governance by applying the EA Portal to make a living architecture supporting the different legal rule-sets including the GDPR. As the core requirement to the GDPR requirements is about the processing of systems, processing of personal data, it easily extends to the architecture overview of managing systems data and integrations data. We see still more places that GDPR point solutions are migrated into the EA Portal to easily demonstrate degree of compliance. Using the principles of EA, it is straight forward to work out a plan to stay compliant before May 2018… Working with us, we provide ready-made solutions to your business.

What is the new with Personal Data Protection?
What is new is not as such the procedure to do so; the new is the regulatory framework that makes the consequences of failing compliance to something that in case of non-compliance will be a board issue… However, incentive or not, the GDPR operates with a new tiered fine structure.

Data protection and impact assessments
The GDPR includes also an article for data protection impact assessments. The Impact Assessments must be provided before new services or products are launched. So, it is acceptable to work with agile approaches and fail-fast approaches, but before the validated product goes live, there must be an impact assessment to secure personal data. This will force many project managers and IT departments to proactively consider what security measures that will be put in place to secure path for compliance assessments.

How to prepare for the GDPR?
May 2018 is soon, so for many companies the GDPR may come as something ­of a shock. An immediate action is to appoint a data protection officer who would will be accountable for advising on and monitoring GDPR compliance, as well as representing the company when contacting the supervising authority. Very often, this will have a call to the CIO or his/her delegate. However, this is a mandatory step to have an accountable person, but far from enough. The organisation must work with the responsibilities of the new GDPR, and this is where the EA and governance frameworks may be the hidden fuel.

Here is a list of focus areas to consider aligning with EA and governance frameworks:

  • Business Model Canvas – With the focus of reporting and getting coherency to the business, it is important to lay out a Business Model or Business Processing Map. This business model will serve to understand what functions and overall processing that takes place ‘where’ in the business. With the Business Model, it is possible to pin-point what types of classified data that is expected in each business area. The outcome of such assessment is a recommendation for what types of personal data each business area should have access to. The GDPR will require a gap analysis to be part of the ongoing processes to minimize the access to classified personal data. Without the Business Model, it will be difficult to provide a meaningful reporting of the gap analysis. It should be easy to demonstrate compliance and perspectives of where there is a high risk of personal data is accessed in much larger areas of the organisation. This is where information modelling, capability modelling and our business solutions can be helpful.
  • Business Applications Management – With the updated perspective of the Business Model, it is recommended to provide a Business Application Catalogue. Such a Catalogue should have strong relationships to the Business Model, hence, this is not an ITSM services catalogue.  The Business Application Catalogue should be governed and part of a living architecture. If such an APM catalogue or Business Application Catalogue is not available and managed, this is highly recommended to get in place alongside the Business Model. This will serve as the foundation for the Data Classification and Data Retention. This might be a simple cloud offering from us, or be a more integrated portfolio solution from us.
  • Data Classification– With knowledge to what business capabilities and what business applications, it is a simpler and more straight-forward task to assess where your personal data is stored. This includes structured electronic data as well as unstructured formats of documents, presentations, and spreadsheets. This is critical for both protecting the data and also to follow the impact of change of  personal data. To solve this puzzle, we would advise you to get the overall Business Model and Business Applications Catalogue in place first, then extend to master the presence of personal data with categorization. The categorized personal data is classified and mapped to the landscape of business applications and infrastructure information, and also against the intended usage – to pin-point irresponsible presence of personal data through-out the organisation.
  • Governance– With data comes also the operational processes to maintain this GDPR information daily. This will lead to establishing the processes to secure ‘data security by design’ and ‘data security by default’, alongside the roles and responsibilities of keeping the Business Applications Catalogue up to date and to understand ‘who has access to what’. We advise that companies first get the foundation in place, then the Data Classification, then to tailor and adapt this to the existing processes of the organisation. Some relevant frameworks would be IT4IT, TOGAF and COBIT to ensure there is a focus on controls, follow-up and management accountability.
  • Gaps and Digital Action Planning– With its requirements for limiting data retention, there is no firm metrics to follow. This means you’ll need basic information on what data is collected, why it is collected, for how long it is supposed to be collected, and how the processes are for ‘releasing’ information again – tailored to metrics that are justifiable. This must be an integral part of the processes for managing data. Personal data residing in business applications should be periodically reviewed to see whether it needs to be kept or removed. It is important that the Data Retention is supported and supporting the Governance. Also, it is obvious include the gaps identified in a digital actionable form to help with the ongoing compliance. Reports and alerts to non-compliance should be an integrated part of the Digital Action Planning. This is MooD-based solutions can help.

We can help you to build the GDPR compliance within your digital EA Portal. It is faster – and more sustainable. The conclusion is clear, if you manage your EA well, the GDPR implementation it is a minor step to extend your EA Portal to a modern and managed regulations Portal.

We help to align long-term planning with short-term planning, which is an ongoing process – and a digital process of information management. Long-live the digital planning. If you have questions, please make contact. We are a consulting house with senior profiles and business solutions; we provide deep expertise in digital planning, digital governance and process automation. We power your digital mood!


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Digital leaders fuel innovation across the business

Category:EA,UK Blog Tags : 

In the latest Harvey Nash/KPMG CIO Survey 2017, which is the largest IT leadership survey at all, there is number of key take-aways! With 4498 responses from CIOs and technology executives across 86 countries, this survey outlines some of the high demands.

One of the main trends is the level of change they are experiencing has reached unprecedented levels, and increasingly it is coming from unexpected corners. Many technology executives are turning this uncertainty into opportunity. They are helping their organizations become more automated and digital, to navigate through unpredictable change, and to thrive in an uncertain world. This also aligns well with disruption, digital transformation, and the act of digital planning, rather than the specific plans.

A conclusion from above survey also reveals a clear divergence between organizations that are effective at digital transformation and those that are not (read digitization). CIOs at these ‘digital leader’ organizations are almost twice as likely to be leading innovation across the business. That is, ‘digital leaders’ who take the opportunity to work with disruption and dare a digital transformation, they will likely be leading the innovation processes across business.

Some of the key findings are: Two-thirds of organizations are adapting their technology strategy because of unprecedented global political and economic uncertainty, two-thirds! Almost 90% are maintaining or ramping up investment in innovation. That is the digital strategies are reaching new levels, and the single fastest growing tech skill in demand to succeed with this, is the enterprise architecture. IT projects are getting more complex, have unclear objectives, need to work under still more open-ended environment, meaning the importance of solid and living architecture is becoming a necessity for the digital leaders. Here we use the term enterprise architecture, as defined by Gartner,

“Enterprise architecture (EA) is a discipline for proactively and holistically leading enterprise responses to disruptive forces by identifying and analyzing the execution of change toward desired business vision and outcomes. EA delivers value by presenting business and IT leaders with signature-ready recommendations for adjusting policies and projects to achieve target business outcomes that capitalize on relevant business disruptions”.

So growing demand for enterprise architecture is not the static picture from two-three decades back. The evolving discipline of enterprise architecture is focusing on execution of change, planning with disruption and with a clear view on business outcomes. This requires not one-size-fits-all tools nor performance processes. It requires an open-ended approach where scenarios may be planned, business model may be expanded over time in an agile way, to be constantly validated and experimented before implemented (also referred to as a digital twin). And while planning for the future business blueprint, there will still be a large amount of legacy to be resolved or migrated.

The living architecture is based on a eco-system of connected insights. The pendulum swings back to central knowledge, democratized input, for all the dots that need to be connected in a larger enterprise, including products, services, strategy, business, applications and infrastructure.

We often advocate that for companies who are interested in enterprise architecture, make sure it is not an end in itself, but a mean to accomplish the digital strategy and innovation required to fulfil the digital planning. Clearly, the survey puts high demand on enterprise architects who can execute the strategy and provide a digital transformation. One may see the digitization as a pre-burner or enabler for the next steps, but if the paradigm of the business model isn’t changed, disruption not considered, nor if the digital transformation isn’t led by the business strategy, then it will have a hard time to sustain. This where we can help you!

We power your digital MooD!