Paul Preiss - Enterprise Architecture in Transformation.

8. Enterprise architecture is the organizing logic for
business processes and IT infrastructure reflecting the
integration and standardization requirements of the company's operating model.

9. “there were no more worlds left to conquer”

11. SaaS
SLA
ESB
Cloud
OO
Web 2.0
Enterprise 2.0
Social Networking
Virtualisation
Utility Computing
EA
Green IT
Utility
I’m faced with waves of technology and hype
TOGAF
SAAS
IAAS
PAAS
NAAS
EAAS

12. I’m responsible but not in control

13. I feel like a fish out of water

19. Enterprise
Business Capability
Data Center
Software Architect
Software
Architect
Software
Architect
Business
Architects
Information
Architects
Infrastructure
Architects
Enterprise
Architects

21. Business Technology
Strategists
we empower other roles
we own technology strategy
we create valueshareholder
customer
citizen

22. strategy [ˈstrætɪdʒɪ]
n pl -gies
1. skillful use of a
stratagem
2. a plan, method, or
series of maneuvers or
stratagems for obtaining
a specific goal or result

23. NABC
Strategy
Map
Strategy
Canvas
Determine
Strategy
Style
Bus.
Model
Canvas

24. Determine
Strategy Style
• How do innovative
behaviors in
strategically
conservative firms
differ from those in
firms that are less
conservative?
• Are the former less
innovative than the
latter, or do they
simply target their
innovative activities
to different areas of
the value chain?

25. Miles and Snow’s Strategy
Typology
ProspectorDefender Analyzer
Reactor

26. Porter’s Strategy
Typology
• Maximize performance
by striving to be the
low cost producer in an
industry
• Maximize performance
by differentiating line
of products or services
from those of other
businesses
• Either approach can
be accompanied by a
focus of organizational
efforts on a given
segment of the market
Competitive Advantage
Low Cost High Cost
CompetitiveScope
Broad
Overall Cost
Leadership
Differentiation
Narrow
Cost Focus
Differentiation
Focus

27. Carlson &Wilmot
NABC
• Need
• Approach
• Benefit
• Competitive
Alternatives

28. Osterwalder &
Pigneur
Business Model
Canvas
• Your business model
on 1 page
• Test new business
models

29. Describing your business model
The business model canvas
OFFER
CHANNEL
S
RELATIONSHIPS CLIENTS
REVENUE STREAMSCOST CENTRES
KEY
PARTNER
KEY
RESOURCES
KEY
ACTIVITI
ES
Source: Canvas by businessmodelgeneration.com
Who‘s your
customer?
Which
customer
segments do
you serve?
What‘s your
offer?
Which „jobs
to be done“
do you
satisfy?
What‘s your
relationship
to the
customer?
What‘s your
image?
How do you
reach your
customers?
How do you
make money?
What is
driving cost?
What are
your core
activities and
processes?You are
your main
suppliers,
partners
and
alliances? What are your
main assets
and
competencies?

30. Norton & Kaplan
Strategy Map

31. Employee Learning & Growth Perspective
Perspective
Owner
(Financial)
Fan
(Customer)
Game
(Operations)
Employee
Learning &
Growth
Objectives Metrics Initiatives
Train IT Team
to
Build/Support
Identify Ticket
Website
Vendors
Ticket Resale
Process
Reduce
No-Shows
Increased
Fan
Loyalty
Grow Fan
Base
Increase Stadium
Revenue
Increase
Licensing Revenue
What capabilities and tools do our employees need to help them execute our strategy?
Tech Readiness
Infrastructure,
Systems Ready
Strategic Awareness
Tech & Tools Training
Regulatory Awareness
Tech Acquisitions
Tickets posted for
Resale
Tickets Resold
Ticket Vendor
Integrations
Implement Customer
Interface/Promotion
Empty Seat Count
# Season Ticket
Holders
Fan Site Feedback
VIP for a Day
Promotion
Season Ticket Holder
Incentives Promotion
Stadium Revenue
Market Value

32. Mauborgne & Kim
Blue Ocean Strategy
Do we know how to:
“Create Uncontested Market Space and
Make the Competition Irrelevant?”

33. [yellow tail] Blue Ocean Strategy

36. Skill Taxonomy
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Foundation Body of Knowledge
Software
Architecture
Infrastructure
Architecture
Business
Architecture
Enterprise Architecture
Business Technology Strategy
IT Environment
Quality Attributes
Human Dynamics
Design
Information
Architecture

37. Value
• Estimated/real
• Perception
• Progress against goal
Skills
• Current staffing
levels
• Performance
tracking
Coverage
• Scope
• Context
• Situational analysis
Progress
• Goals
• Gap analysis
• Status since
inception
The Principles of Architecture

38. Artifacts
• Documents
• Deliverables
Management
• Governance
• Organization
• Reporting
structure
• Maturity model
People
• Specialization
• Customers
• Interaction
Processes
• Custom or
Standard
• Activities
The Components of Architecture