Leadership Commitment to Enterprise Architecture

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Top Leadership’s

Commitment to

EA WorkSupport and Guidance

Unicom Seminar 20th of November 2014

Jorma Myyryläinen

Senior Enterprise Architect

Tieto, Tietokarhu

[email protected]

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Top Leadership’s Commitment to EA WorkSupport and Guidance

• What we achieve by leadership’s commitment?

• How to build confidence?

• How leadership’s strategic goals shape EA agenda?

• How to manage with organisational culture?

• What we have learned from real life experience?

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Positioning Enterprise Architecture• Enterprise Architecture is digging a organisation’s change

out of strategy.

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Positioning Enterprise Architecture

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Leadership Guidance• Relevant, prioritised strategic goals to pursue with EA.

• Priorities to point out most significant factors, to reach essential core in making difference.

• Boundaries for EA work.

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Leadership Support• Leadership is sponsor to EA work.

• Provides resources (time, money, personnel, consultants etc.).

• Attention, fame, importance by propagating EA.

• Leadership is one stakeholder and source for input.• Correct and up to date information.

• On right level (= strategy).

• Leadership utilises EA results. • Directly when leading the organisation.

• Indirectly through organisation’s functions.

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Why to Sponsor?• Questions:

• What are benefits?

• What are costs?

• Does it harm?

• When to realize benefits?

• The Sponsor buys benefits!• Is our merchandise in shape?

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Confidence and Trust

• Confidence by Merriam-Webster: 1) a feeling or belief that you can do something well or succeed at something

2) a feeling or belief that someone or something is good or has the ability to succeed at something

3) the feeling of being certain that something will happen or that something is true

• Leadership have confidence on us if • they trust that we are doing right things from their point of view and

• they trust that we will succeed in it.

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EA Agenda for Leadership• EA mission: From Strategy to change.

• From strategic goals to organisation’s new structure and behaviour.

• Development program with concrete project embryos (~ target, rough schedule and dependencies).

• Concrete with all in strategic level language.

• Architectural goals in hidden agenda.• Things, which do not interest

but are necessities for future.

• Matters of architectural continuum.

• Architectural coherence.

• EA management.

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EA Agenda as Score• Means to manage the comprehensive “Big Picture”.

• Means to manage change.

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… but …• There is the thing called Organisation Culture.

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… and We Know by Peter Drucker:

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Culture eats strategies for breakfast


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Organisational Culture by Definition• The values and behaviours that contribute to the unique

social and psychological environment of an organization.

• Organizational culture includes organization’s expectations, experiences, philosophy, and values that hold it together.

• It is expressed in its self-image, inner workings, interactions with the outside world and future expectations.

• It is based on shared attitudes, beliefs, customs, and written and unwritten rules that have been developed over time and are considered valid.

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Organisational Culture by Definition• It affects the organization's productivity and performance,

and provides guidelines on customer care and service, product quality and safety, attendance and punctuality and concern for the environment.

• It also extends to production methods, marketing and advertising practices, and to new product creation.

• Organizational culture is unique for every organisation and one of the hardest things to change.

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Organisational Culture• It is a sum of all people’s attitudes and behaviour.

• Though some have more influence on the sum than others.

• There is no separate EA culture.• EA is all about developing organisation.

• It is the friction that slows down change.• Good: the sound of reason and experience.

• Bad: it hinders necessary changes.

• It is a force we must know and a means we can use.• A test bench for new ideas.

• An environment to communicate change.

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How to use Organisational Culture?• It is all about communication.

• Right language to right people.• “Business language” to top leadership.

• Question: what?

• Functional language to business specialists.

• Question: how?

• ICT-lingo to operative people.

• Question: with what?

• Architecture among architects.

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How to use Organisational Culture?• Use proper Communication Plan.

• Study your organisation and recognise its peculiarities.

• Plan • what,

• when and where,

• who and how,

• to whom, and

• why

to communicate.

• Execute, monitor and learn.

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Feedback

The Cultures, They Are a-Changin’

• Change in people’s expectations change their behaviour. When people’s behaviour has changed, the culture has changed.

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Lessons Learned

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• It is essential to keep top leadership team involved all the time.• Business scope must be kept at right level.

• Everything must be reasoned through benefits.• Benefits must be based on concrete information (e.g. by business

cases).

• Right language to right people.• EA is not a “lingua franca” but architect is interpreter.


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Lessons Learned

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• Understandable story engages and carries on.

• You can’t change culture as is, but you can change things so that culture changes also.

• Big vessels turn slowly (except upside down).


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Jorma Myyryläinen

Senior Enterprise Architect

Tieto, Tietokarhu

[email protected]