Bringing it all together

STORYB~1.JPGOver the last two and a half years, I have written and published over 50 articles which relate to architecting and transforming enterprises.  These have been published on LinkedIn and an index of all articles maintained in the article “Architecting Enterprises“.

About twelve months ago, I started copying these articles across to this blog site.  As I did that, I published a post on LinkedIn which proved to receive far greater views than many of my original articles.  In parallel, Interface Consultants started holding public Lunch’n’nLearn events where I was using content from these articles in sessions on:

  • Curious about being more brain and systems savvy
  • Bootstrapping a systems savvy enterprise
  • Cultivating capabilities
  • Diversity, coherence and assurance (for Boards)

Reflecting on the development of these sessions and on feedback from these sessions, it became evident to me that participants in these sessions and readers of this blog need a sense of:

  • the whole story and how the fifty (or more) articles fit together
  • how to find the pieces of the puzzle that are missing without need to read all the pieces that they already know and understand

This is how the process of “bringing it all together” started.  It has led to:

  • Restructuring the blog site
  • Creating a top level menu item “Bringing it all together
  • Adding the first two items under this menu
  • Linking these pages to:
    • other content in the various articles
    • other reference materials relevant to the topic
    • examples of outputs mentioned in the articles

Further content is being developed and will be released.  I hope this becomes an increasingly convenient, easy-to-use, valuable resource for those involved in transforming their enterprises and looking to advance their mastery of this highly rewarding activity.

Feedback on the articles and on this initiative to “bring it all together” is always welcome.  Please feel free to post comments or to contact Interface Consultants or Peter Murchland if you wish to respond privately.

 

Exploring enterprise lifecycles

Wherever an enterprise engages in architectural activities, there are three key lifecycles which come into play:

  • enterprise operations, managing the entire lifecycle from prospective customer to satisfied customer
  • enterprise development, managing strategy, innovation and change, delivering and embedding new or improved capabilities within enterprise operations
  • enterprise architecture, managing the structures and principles through which enterprise operations and development are effected

Enterprise-development-1

Any engagement needs to assess:

  • the current position within these three key lifecycles
  • the maturity of the organisation with respect to each of these lifecycles

in determining where to direct efforts to deliver the greatest value to the organisation.

EM_journey_v0-15

In this respect, the approach shown above for architecting enterprises provides an effective mechanism for managing each of the lifecycles, prompting an assessment and appreciation of:

  • vision
  • future directions
  • capability gaps
  • initiatives addressing gaps
  • program (roadmap) of activities in train

This could lead to three inter-related capability development cycles for maturing the enterprise architecture capability, enterprise development capability and enterprise operations capability.

Enterprise-development-2

Where is your organisation placed in terms of its architecture, development and operations maturity?

To what extent does your strategy development take account of your maturity in these three domains?

To what extent does your program planning and execution explicitly take account of these differing levels of maturity, including:

  • delivery risks arising from varying maturity levels?
  • adaptive approaches which allow for the necessary enterprise learning required for successful delivery?
  • synergies which can be pursued to leverage investment and effort towards enhancing maturity in all three domains?

Change exhaustion?

A few years ago, I attended an “all staff” meeting for a business unit of 60 people within a large organisation. It was a “kick-off” event at the beginning of the year, outlining for staff the range of activities and developments that would be pursued during the year. It followed a busy preceding year, with lots of change and lots of pleasing outcomes (from a management perspective).

The Director said to the staff something along the following lines …

If you are thinking that last year was busy and this year we are going to slow down, I am sorry to disappoint you. Last year represents the “new normal”. You will need to “get used to this” and find ways to operate successfully and satisfyingly in this new mode of operation.

In one sense, this is “no surprise”. We have all heard (and therefore know, understand and accept!!) that the pace of change is increasing and that it is not going to stop. Yet, sometimes things are changing so much, we feel like we want the world to stop, so that we can take a breath and steady ourselves (or perhaps steel ourselves) for what is inevitably going to come.

So, how do we cope with the change that is occurring around us, with the “disruption” to our lives and the ways in which we are accustomed to living, working, learning and playing? How do we go about making changes so that we are not “left behind”, possibly without a job or without our traditional role or with a diminishing pipeline of clients as they no longer value what we offer?

One of the ways is to undergo a transformation … so what is different about changing versus transforming?

A transformation entails operating with a different set of assumptions.

Whilst we continue to assume the world is operating in the manner to which we have become accustomed, then we may experience the world as a spiral of diminishing circles, leading to disaster. We may see our circumstances in negative, disappointing and threatening terms.

Often, in these circumstances, it is possible to see the world and our circumstances through a different lens, a little bit like turning a kaleidoscope and seeing things in completely different ways. Sometimes this requires help from others, simply to enable us to appreciate that there is a radically different way of seeing things. You have probably heard people say …

  • There are no problems, there are only challenges …
  • There are no problems, there are simply opportunities …
  • Some people see a glass half-full and others see a glass half-empty

These expressions are all about seeing things differently.

One of the great capacities that humankind has is to be able to consider situations in the following way:

  • understanding the elements that constitute the means versus the ends
  • conceive of scenarios where the ends remain the same but the means are different
  • conceive of other scenarios where the means remain the same but the ends are different

The latter allows us to explore new ways in which our own capabilities, built around our knowledge, skills and experience can be used to achieve different goals and outcomes. This is the manner in which individuals and enterprises can envisage new ways of seeing things and new ways of operating which take advantage of their personal strengths and abilities. Sometimes the new opportunities require some attention to some weaknesses in order to work more effectively in the new environment, and this presents us with new manageable changes, learning and improving, so that we can pursue new goals and new horizons.

In this way, we can turn a frustrating and demoralising situation into one which offers excitement and inspiration, enabling us to move forward with a new spring in our step, ready to meet the new challenges facing us, and with a new sense of purpose and capacity to contribute to shaping our world of work and to supporting those around us whom we love and care for.

Turning the kaleidscope may be all that is required to change exhaustion into exhilaration …

Becoming more brain and systems savvy … includes learning different ways to turn the kaleidoscope