Business Architecture and Service Design

How Might We Apply Service Design to the Enterprise?

Posted Posted in Articles, Methodology, Service Redesign, Strategy, Transformation

I simplistically take the view that Service Design is the concepts and methods of Design Thinking applied to making services work better for their customers. It’s a definition that works in the circles I most commonly move in, i.e. directors, programme directors, etc. It allows me to set the stage in which service design and design thinking both play. However on the same stage, we commonly find KPIs, OKRs, Business Architecture, etc. And the stage starts to look crowded very quickly. We also start to see people pulling in different directions, like someone has let a mouse loose in the chorus of an Italian opera. Operas and plays have directors, often many directors each responsible for their own domain, but with one artistic director responsible for the overall vision. Envisioning Now imagine what would the stage look like if the […]

Enterprise Architecture and Business Architecture as Peers

The Maturing of Business Architecture

Posted Posted in Articles

In Black Sheep or Shepherd, I introduced the idea that Business Architecture isn’t aligned with Enterprise Architecture as well as we may expect from looking at traditional structures for Enterprise Architecture. I’ve had several conversations about that topic since, all raised by the person I was talking with, rather than me asking them. And we’re all coming to similar set of conclusions: Business Architecture doesn’t fit well within Enterprise Architecture (more on this below) Business Architecture as a profession is maturing Organisations who are using Business Architects are using them differently Business Architecture may be better defined as a peer capability to Enterprise Architecture, rather than within EA. Let’s take each in turn. 1. Business Architecture doesn’t fit well within Enterprise Architecture I covered a lot of this in Black Sheep or Shepherd. The traditional implementation of EA originates from an IT […]

The Washroom Principle - Revised

The Washroom Principle – The Easiest Way to Evaluate a Company

Posted Posted in Articles, Methodology, Strategy

There are plenty of methods for conducting due diligence, whether for partners, customers, suppliers or mergers. They’re lengthy and they’re expensive. There are times for adopting principles of formal Business Architecture, such as capability matching in M&A situations. But no matter what the deliverables indicate, there’s a useful and quick check to perform as a balance. I’d like to introduce the quickest method for evaluating a company. Check the state of the washrooms nearest the directors Check the state of the washrooms in the middle of the office, e.g. where developers work, where finance work, etc Compare the two and evaluate according to the 4 box model below The Simplified View The simple view consists of a 4-box model with two axis; vertical for the quality of the director/board/exec washrooms and horizontal for the quality of the employee washrooms. That […]

Capability Components

Pardon, which sector? – Xtech and Why I’m Fed Up with Tech part 3

Posted Posted in Articles, Methodology, Startups, Strategy, Transformation

I’ve written previously about the issues with xtech that arise from applying -tech to the end of a sector such as healthtech, fintech, etc. And I introduced (and revoked) the idea of a -value suffix. Earlier this week, a conversation earlier made me think more about this and I want to explore the concepts of Business Capability and Capability Components further. The entrepreneur mentioned that he was in the finance sector. On questioning further, the offer was a financial app for any sector. There’s a big difference and we can explore that difference in a matrix between capabilities and sectors. At first glance, that looks like a contender for the world’s least useful matrix. On second glance, I’d also probably agree with my first impression. Not only does every cell in the matrix have a tick in it (so there’s […]

Capability Vision 0_04

Using Archimate for Business Motivation Model and MSP – Part 6: Capabilities and Org Units

Posted Posted in Articles, Mentoring and Training, Methodology, Strategy, Transformation

Taking the model defined so far and introducing the concept of capability changes and the effect on the organisation units. Recap In the first article, I introduced the standards and the tools that are in scope of this series of articles. To recap, the chosen tools/standards/methods are: Archimate – The open source enterprise architecture modelling standard Archi – a tool for working with Archimate Managing Successful Programmes (MSP) Business Motivation Model (BMM) In the second article, I introduced how I’m handling benefits and goals. In the third article, I introduced the corporate element of the BMM. In the fourth article, I introduced the Blueprint element of MSP. In the fifth article, I introduced the whole diagram so far and the achieving different perspectives on that model In this article, I’m going to introduce a related model that includes how to […]

taco

The Taco of Business Architecture – What’s the Purpose of Business Architecture?

Posted Posted in Articles, Methodology, Service Redesign, Strategy, Transformation

As a profession, Business Architects are in danger of becoming defined by just one of the products that they create. Unfortunately, it reduces the value that the profession can provide to organisations and limits expectations of prospects and clients. What went wrong? Imagine a fine-dining chef who makes tacos once at the request of a favourite customer. The chef knows tacos will do the job, she knows they’re sustenance, she knows that there are better products and even advises the customer of what she can do instead. But the customer wants tacos, so she delivers. Other people like tacos as well. So she becomes known as a taco chef and the world is left short one fine-dining chef. Or rather, she’s no longer unavailable to provide the fine-dining experience since she’s now cooking tacos at the request of many customers. […]

The whole model for this series of articles

Using Archimate for Business Motivation Model and MSP – Part 5: Perspectives

Posted Posted in Articles, Methodology, Service Redesign, Strategy, Transformation

The model I’ve been using in the previous articles has grown to become relative complex (complex for a online article, not for a typical business architecture model) while trying to describe a common situation in most organisations. I’m going to show it all in one diagram in this article and show different perspectives on the diagram. Recap In the first article, I introduced the standards and the tools that are in scope of this series of articles. To recap, the chosen tools/standards/methods are: Archimate – The open source enterprise architecture modelling standard Archi – a tool for working with Archimate Managing Successful Programmes (MSP) Business Motivation Model (BMM) In the second article, I introduced how I’m handling benefits and goals. In the third article, I introduced the corporate element of the BMM. In the fourth article, I introduced the Blueprint […]

Business Motivation Blueprint

Using Archimate for Business Motivation Model and MSP – Part 4: Mission

Posted 1 CommentPosted in Methodology, Service Redesign, Strategy

In the first article, I introduced the standards and the tools that are in scope of this series of articles. To recap, the chosen tools/standards/methods are: Archimate – The open source enterprise architecture modelling standard Archi – a tool for working with Archimate Managing Successful Programmes (MSP) Business Motivation Model (BMM) In the second article, I introduced how I’m handling benefits and goals. In the third article, I introduced the corporate element of the BMM. In this article, I’m going to introduce the Blueprint element of MSP. What we’ll cover: The MSP Blueprint The MSP Mission Some of the capabilities that we’re affecting Design Principles The start of work packages What we won’t cover The detail of the organisation design (e.g. current and future designs) The full capability map Multiple programmes Warning Do not consider this article to contain the […]

Corporate Archimate

Using Archimate for Business Motivation Model and MSP – Part 3: Corporate

Posted 3 CommentsPosted in Articles, Methodology, Strategy

In the first article, I introduced the standards and the tools that are in scope of this series of articles. To recap, the chosen tools/standards/methods are: Archimate – The open source enterprise architecture modelling standard Archi – a tool for working with Archimate Managing Successful Programmes (MSP) Business Motivation Model (BMM) In the second article, I introduced how I’m handling benefits and goals In this article, I’m going to introduce the corporate element of the BMM. What we’ll cover Corporate vision as opposed to MSP vision Drivers and influencers What we won’t cover Programme plans Risk governance, etc IT artefacts Anything that isn’t related to business motivation. Archimate and Archi are capable of modelling more than just business motivation, but my scope is purely the intersection of Business Motivation, Archimate and MSP. Background In the previous article, I mentioned that […]

Using Archimate for Business Motivation Model and MSP – Part 1

Posted 4 CommentsPosted in Articles, Methodology, Strategy

I spend a lot of time around programmes that are managed with Managing Successful Programmes. I’m either in a separate architecture function, advising on changes, or sometimes in the trenches of the programmes themselves. There’s often a disconnect between the tools and the techniques being used, especially when different team members are coming from different backgrounds with different experiences. Business Motivation I’m always concerned about the why. Why does a programme exist? Why is it doing what it’s doing in the way that it’s doing it? Often that boils down to asking what problems are we trying to solve, but sometimes it’s more complex than that. I’ve been a fan of the Business Motivation Model (BMM) for a few years and have used it successfully with clients, especially to highlight the gaps between expected benefits and portfolio/programme activities. So I’ve […]