Enterprise Architecture, Project Management & Digital Transformation

Editor's Notes

• #3: First I`d like to set the context on what`s going on in the world we all live in. Just a few examples or `poster childs`` of the current situation. Then we are going to have a brief discussion on major forces affecting the world today. The digitization of the world. What does that mean? What’s so difficult about it? Who’s doing it well?
• #4: So who’s this guy? A Little about me…
• #5: Mike Tyson was the undisputed heavyweight champion of the world at 19 years old. I wouldn’t repeat most of what he’s said in a professional presentation  But this has resonated with me for quite some time. What Mike is saying here is you need to be agile, able to think and respond on your feet, not be wedded to your plan and willing to innovate!
• #6: These companies have used the key digital disruptors of Social media, Mobile computing, Analytics, Cloud computing and internet of things to disrupt industries and displace incumbants. Facebook is the king of social media and has disrupted media and entertainment. Most people have heard of Uber. They have disrupted transportation with their mobile platform for taxi’s and now have also got into the food business with UberEats. Instead of the combersome technologies used in traditional taxi companies uber uses the existing smartphone of the taxi driver and the user with their platform that handles, payments, routing, dispatch etc. AirBNB uses their web platform the allow anyone to rent their home disrupting the travel and hospitality business. Alibaba is the chinese equilvilient of amazon.com
• #7: Not everyone has been able to make the transition from the analogue age to the digital age. We’ve talked about the various winners in this new age and you hear about them every day. These companies were not so fortunate.
• #8: Founded in 1889 by George Eastman. Stock from 80 dollars to 3 dollars in ten years. From 140,000 1998 people to 20,000 2009 Dominated the photographic film industry Lost to companies like Nikon, Canon and Fuji films A failure to shift from analogue to digital cameras Failure to compete with mobile phones Held on to a profit model that no longer worked (selling film) Anyone remember the kodak advanced photo system hybrid digital, analogue system? I had one… And it bombed.
• #9: Blockbuster was founded in 1985 in Dallas Texas by Dave Cook. At it’s height 2004 it had 60,000 employees and 9,000 stores and a share price of $30USD Blockbuster did not anticipate the shift to digital downloads and streaming by netflix and redbox. They eliminated late fee’s which cost the company $200 million dollars. The company then launched blockbuster online which cost roughly the same.
• #11: Nike was quick to adopt digital technologies to communicate with atheletes such as facebook and twitter in the usa. Orkut in brazil weibo and RenRen in China and Vkontakte in russia. Nike has had a connected digital shoe going back to 2008. Nike has been selling customized shoes since the early 2000’s. Nike+ and NikeID allow customers to design shoes and share ideas with others. Nike uses real time analytics to identify popular designs and sense new trends. Nike has been also using digital technologies instead of paper and pen to design shoes internally… This has helped to attract younger more hip designers.
• #12: How many of you have taken your family to disneyworld in the last 5 years? How about a disney cruise? This is a company that is intensely focused on their “Guest Experience” I have been to disneyworld, disneyland and on the disney magic cruise ship and can say they certainly understand their customer and how to manage the experience. Disney recognizes the importance of digital to it’s company so much that the head of twitter, blackberry, apple and cfo of facebook are on their board of directors Disney has introduced an electronic wrist band that allows you pay by tapping your wrist. Disney uses analytics to manage labor and has saved 20% on labor at it’s parks.
• #13: None of this existed 10 years ago. Or at least not at anywhere of this level or pace. How does this affect your business model? News travels fast these days. Bad news travels even faster.
• #14: What’s happening today is the digitization of value chains in industries as diverse as travel and transportation to aerospace and manufacturing.
• #15: In a nutshell and in my opinion digital transformation is about embracing and leveraging digital technologies such as Social, Mobile, Cloud, Internet of things, analytics to improve your customer experience and optimize your operations. It isn’t about throwing out a mobile app or putting up a facebook page but rather leraging these technologies to delight your customers reduce your costs and improve your revenues.
• #17: This graphic shows how the various channels have grown in the last 25 years. From just a phone and mailbox to social networks and wearables. How does this affect your business model? Who remembers when Sears Canada was the king of retail and the sears catelogue was something to look forward to over christmas? Sears should have easily transitioned from that dominance with the catelogue to online but they didn’t. Multichannel retailing has evolved to Omnichannel retailing and banking. Who can tell me the different between Omnichannel and Multichannel banking or retailing? << PRIZE >>>
• #18: Understanding your customer’s emotions and behaviours throughout their “journey” is important if you are going to stay relevant and not be disintermediated by a digital startup. This is just one model by the Tmforum and there are others but they all have a similar structure even if they use different names for the phases. Understanding this journey helps you to understand the gaps in the customer experience where there is pain or it is disointed. What are the customer’s needs What are the interactions to satisfy those needs What are the emotions before, during and after the experience For example having to move from one device to another. From one department to another From one channel to another.
• #21: Business Architecture is the cornerstone of business transformation. Without understanding the core building blocks of your business. Your business model your operating model your capability model. You will have no hope of optimizing or transforming your business. Both TOGAF and the Business Architecture Guild are great guides in how to develop your business architecture. Most organizations I have worked at or consulted for have had solution or IT architects. They are responsible for the project architectures. Some of them have even had enterprise architects who are responsible for the enterprise reference models, principles, standards and guidelines. Very few have understood the need for business architects. Royal bank and TD bank in Canada are a few exceptions.
• #29: Who can tell me why the Business and Information Layers of the architecture stack are being focused on as opposed to say the technology layer? (Shift to the cloud) (Digitization and changing of bussiness models) (customer experience design)
• #30: In my experience working with PMO’s and from my experience as the VP of enterprise transformation at sears canada (I had the pmo reporting to me). Even when there was strong project execution the work on portfolio management was done poorly. Some of the reasons were a lack of communication between the business and it. Sometimes it was a lack of communication between the business relationship manager and the program manager. And sometimes it was a lack of understanding of the key business capabilities that were being transformed.
• #32: How many of you have heard this from your business? I’ve heard this across my various clients from my consulting and sales days at IBM, Oracle, and EY and as a leader at Sears. The collaboration point I addressed earlier in the organizational change I implimented earlier at sears canada. That is not the only way to address it. At the very least you should implement cross training of the EA’s and PM’s. How many of your PM’s have a basic understanding of TOGAF? How many have an understanding of business capability modelling, customer journey mapping or other techniques for increasing business relevance and customer focus? Are your enterprise architects stuck in ivory towers producing white papers? How often are they interacting with the delivery teams? Operations? The business executives? Can they explain complex technical concepts in easy business terms? For example Hybrid cloud models? Machine Learning? Can your EA explain in an elevator the business benefit of these things or why the executive should care about them? At the recent Canadian bank that I lead an EA reboot on the main complaint of the VP of enterprise architecture was that the EA team wasn’t involved early enough in the lifecycle where the business was doing strategic planning. After working with the EA team for a few days I realized why. They had very poor soft skills, were very academic, and were resistent to change. How would you have these people working with the most senior levels of the bank and on strategic planning at a time of major transformation in canadian banking?
• #37: Both the PMO and EA teams provide information to the business Inconsistent vocabulary Little to no communication between teams No process integration between teams Plainview
• #39: Both the PMO and EA teams provide information to the business Inconsistent vocabulary Little to no communication between teams No process integration between teams