View
2.514
Download
1
Tags:
Embed Size (px)
DESCRIPTION
Jude UmehWashington DC, July 17, 2012
Citation preview
Jude Umeh
Washington DC, 17-07-2012
Innovation and Enterprise Architecture The Open Group Conference
| Sector, Alliance, Offering
Content
Introduction
Key Challenges Facing The Enterprise
The Role of Enterprise Architecture
Overcoming Key Challenges
Appendix
Insert "Title, Author, Date"
2© 2011 Capgemini. All rights reserved.
Introduction
| Sector, Alliance, Offering
Innovation & Enterprise Architecture
Insert "Title, Author, Date"
4© 2011 Capgemini. All rights reserved.
Innovation
Enterprise
Architecture
| Sector, Alliance, Offering
What is Innovation?
Insert "Title, Author, Date"
5© 2011 Capgemini. All rights reserved.
To create VALUE though a new market or product
A game changing move that provides sustained first mover advantage
To change COST of production and size of available market
A break through in any element of the operation of an enterprise
For SERVICABILITY to secure existing and new customers
Where market or product cannot be innovated service can be used
Organisational Structure and Boundaries
The immediate and obvious challenge thatany change will bring to an Enterprise
Mobilisation and Capabilities
Enterprises are constrained by their own knowledge and experience
The three common forms of innovation
The barriers to innovation
Eventually Change is inevitable
Innovation is about controlling the timing and basis of change to be advantageous to our own business
| Sector, Alliance, Offering
Innovation describes accomplishment, after the fact
Insert "Title, Author, Date"
6© 2011 Capgemini. All rights reserved.
Source: BCS DRM Blog - http://www.bcs.org/content/conBlogPost/2075
| Sector, Alliance, Offering
What is Enterprise Architecture?
Insert "Title, Author, Date"
7© 2011 Capgemini. All rights reserved.
Enterprise Architecture
Business
Architecture
Enterprise IT
ArchitectureEnterprise IT
Information Systems
Architecture
Enterprise IT
Technology Infrastructure
Architecture
Information
Architecture
Ente
rpris
e
Security
Arc
hite
ctu
re
Ente
rpris
e
Govern
ance A
rchite
ctu
re
Software Architecture, Network Architecture, Storage Architecture…
Solution
Architecture
| Sector, Alliance, Offering
Even ‘real’ architects benefit from technology innovation
Insert "Title, Author, Date"
8© 2011 Capgemini. All rights reserved.
“The next generation of
architects is going to draw
right on the machine. I am
obsolete” Frank Gehry
Building Information
Management (BIM) – An
innovative 3D simulation
that looks set to
revolutionise the
construction industry
Source: FT Weekend Financial Times Saturday July 14 / Sunday July 15 2012
Key Challenges Facing The Enterprise
| Sector, Alliance, Offering
Some Big Questions For Enterprises
Insert "Title, Author, Date"
10© 2011 Capgemini. All rights reserved.
• End users autonomy or control – Apple, Web, SaaS
• Security, risks, and extent of controls = new policies and training
• Services and Clouds – evolution or revolution
• A finance issue; Capex v Opex; or operational issue; Public, Private or Hybrid
• Real-time Data and Social Networks
• A huge benefit to be unlocked, or a further problem around Data
• What is meant by ‘at work’
• If it‟s not a physical place with fixed provisioned PCs
• Book to Bill in an online world
• Back-office processes extending and connecting externally
• Collaborative Agile Business
• The decentralised and constantly changing „edge of business‟
| Sector, Alliance, Offering
Social Media Landscape
Insert "Title, Author, Date"
11© 2011 Capgemini. All rights reserved.
| Sector, Alliance, Offering
Impact of Disruptive Innovation - eTOM
Insert "Title, Author, Date"
12© 2011 Capgemini. All rights reserved.
Source: http://www.tmforum.org/IntegrationFramework/6637/home.html
| Sector, Alliance, Offering
Some Emerging Trends that Matter
Insert "Title, Author, Date"
13© 2011 Capgemini. All rights reserved.
Societal & Economic Trends
• Sustainability and Green agenda
• Aging population & implications for workforce, healthcare, services & products
• IT spend follows the economy
• Redefining working patterns and changing employment models
• Home & mobile health monitoring
• Shift in Global Consumer Spending
• Attention Deficit Disorder Society
• Global demand for investment capital
• Impact of Social Media on global politics
• Diminishing expectations of privacyin a connected world
• Lifelogging
Technology Trends
• Big Data – exponential growth in digital data, and need for scale, speed & access
• Cloud Computing
• Activity Streams & Near Field Communications
• 4G/5G Pervasive bandwidth – drives other trends e.g. Mobile transactions & Internet of Things
• Predictive Analytics – delivering insight on consumer behaviour
• Social media – leveraging the power of the community
• 3D Printing & personal manufacturing
• Audio & video analytics & image recognition
• Augmented Reality
• Media Tablets
Business & Management Trends
• Business Model Innovation – enabled by technology e.g. social & mobile business
• Consumerisation – impact of consumer technology in the enterprise (BYOD)
• Crowd Sourcing
• Dynamic BPM & Dynamic Pricing –changing processes or prices on the fly
• Platforms for Business Apps
• Intellectual Property Landscape
• Trust & Reputation Economics – related to trend for more transparency
• Service Digitalisation – the drive for digital transformation
• Social Commerce
• Mobile Business
Source: Gartner Research - June 2011 - Trends That Matter: 84 Technology, Societal and Business Trends
| Sector, Alliance, Offering
Summary: Who Really Wants to be a Pin?
Insert "Title, Author, Date"
14© 2011 Capgemini. All rights reserved.
The Role of Enterprise Architecture
| Sector, Alliance, Offering
Custodian of Enterprise Principles and Governance
Insert "Title, Author, Date"
16© 2011 Capgemini. All rights reserved.
Policies
Principles
Enterprise
Architecture
Solution
Design
Solution
Architecture
Domain
Architecture
Business
StrategyIT Strategy
IT MissionBusiness
Mission
KeyBusiness
Architecture
IT
Governance
| Sector, Alliance, Offering
Rapid Business Model Innovation
Insert "Title, Author, Date"
17© 2011 Capgemini. All rights reserved.
Source: The Business Model Canvas (www.businessmodelgeneration.com)
| Sector, Alliance, Offering
Rapid Agile Development
Insert "Title, Author, Date"
18© 2011 Capgemini. All rights reserved.
Source: neilperkin.typepad.com/only_dead_fish/agile-planning.html
| Sector, Alliance, Offering
Could there be a problem?
Insert "Title, Author, Date"
19© 2011 Capgemini. All rights reserved.
Versus
| Sector, Alliance, Offering
Remember
Too much… Can lead to…
Insert "Title, Author, Date"
20© 2011 Capgemini. All rights reserved.
| Sector, Alliance, Offering
The role of EA: mind the gap
Insert "Title, Author, Date"
21© 2011 Capgemini. All rights reserved.
B
u
s
i
n
e
s
s
M
o
d
e
l
A
g
i
l
e
D
e
v
e
l
o
p
m
e
n
t
Overcoming Key Challenges
| Sector, Alliance, Offering
By definition Innovation is a challenge
Insert "Title, Author, Date"
23© 2011 Capgemini. All rights reserved.
1. The act of introducing some thing new
2. A change effected by innovating; a change in customs; something new, and contrary to established customs, manners, or rites
3. Process by which an idea or invention is translated into a good or service for which people will pay
...
…
To do List
Innovation
| Sector, Alliance, Offering
The Agile Enterprise is all about constant change …
Insert "Title, Author, Date"
24© 2011 Capgemini. All rights reserved.
SmartBusinessModels
BusinessProcess
Outsourcing
CEO
CFO
CIO
BusinessUsers &
Managers
Development
Virtualise
Innovate
Transform
Optimise
| Sector, Alliance, Offering
Need to understand the solution dynamics
Insert "Title, Author, Date"
25© 2011 Capgemini. All rights reserved.
The TRAIN is a stable, robust mode of mass transportation. It is not flexible but reaches its goal in a predictable, straightforward way based on an infrastructure that is designed and built to last for decades. The functionality is provided in a highly efficient and standardized way and many people will be affected when trains do not run.
The BUS is also a relatively stable mode of mass transportation, but clearly with more flexibility. A bus can take a detour if circumstances require, and it can be used for alternative purposes on top of the fixed schedule. A bus still needs a road, but a flexible route can be more easily configured out of roads than out of available railways.
The CAR is a much more agile, individualized means of transport. It can take a person – or a small group of people – to most of the places they want to go. There are many different types of cars to choose from and their owners will configure and adapt them to reflect their individual, differentiated styles and personalities.
The SCOOTER is a lightweight, extremely flexible and individual method of transport. It can be used for the “last mile,” bringing you to places even cars cannot reach. In crowded areas, scooters are faster than any other means of transport. There are many different types of scooters but they can only transport one or two people at the same time.
All of these modes of transport are tied together through a HUB, best seen as a modern train station with carefully provided additional services. Such a hub is truly multi modal in that trains, buses, cars and scooters all can conveniently “dock” and people can easily change their means of transport, while benefiting from a host of add-on services. A well-designed station like this functions as the pumping heart of the city.
| Sector, Alliance, Offering
And plot a new Governance
Insert "Title, Author, Date"
26© 2011 Capgemini. All rights reserved.
RHYTHM Year Season Month Week Day
APPLICATIONAREAS
ERP, Legacy Core Applications
CRM, R&D, ProductManagement, Supply
Chain
Data Market, Apps Market, Mobile
Services, Security Services
BPM, BRM, BI, Analytics, ECM, Mobile
Portal, Mashups,Site Builder, Wiki
GOVERNANCECentral IT or
Outsourced/BusinessRequirements
IT/Business NeedsIT/Business
RequirementsBusiness/
IT-SupportedBusiness
ARCHITECTURE
Predictability,Sustainability,
Standardization,Simplification
Predictability,Agility,
Model-Driven
Reliability,Openness,
Service-Oriented,Aligned
Ease of Use,Flexibility,
Speed to Market,Re-use
Simplicity,Configurability,
Speed to Market
TESTINGFormal,
RegressionBusiness
Case-DrivenIndustrial Strength
ExploratoryIntegration
No Harm,Legal Testing
DELIVERYLinear,
>80% OffshoreAgile,
>65% OffshoreAgile,
Service integrationAgile, BT Tools,<35% Offshore
End-User Tools<10% Offshore
KEYCAPABILITIES
AM, ContinualRationalization
RequirementsManagement, Agile
Development
SOA, Cloud,Integration
Business Analysis, Orchestration
Mashup Building,Web 2.0
TRAIN BUS HUB CAR SCOOTER
| Sector, Alliance, Offering
For example…
Insert "Title, Author, Date"
27© 2011 Capgemini. All rights reserved.
CIOs need to solve their application landscape issues:
Business Leaders have a clear shopping
list, and ask the CIOs to:
• Reduced Total Cost of Ownership;
• Much faster TTM (time-to-market);
• Better alignment of IT and business;
• Proven ROI (Return on Investment);
• Savings to fund improvements;
• Shift IT spend from Capex to Opex.
Obsolete technology infrastructure Low productivity
Failing point-to-point integration Scattered data
Multiple ERP instances
Excessive customization
Duplication as a result of M&A
Shadow IT Backlog of user requirements Source: Application Landscape Report 2011
| Sector, Alliance, Offering
WARP: A method to help with scope and decision
Insert "Title, Author, Date"
28© 2011 Capgemini. All rights reserved.
ERP
New build
Legacy transformation
Industrialization
Decis
ion
…G11France USA SpainUK
India
Functional
Support
Functional
Support
Functional
Support
Functional
Support
Functional
Support
Off
sh
ore
Co
un
try
-bas
ed
Testing Services
Madrid / Argentina
Legacy
Value
Office
Peoplesoft
.Net
BI
Mobile
Distributed Delivery Management Office
Target State Design
Roadmap
•The same WARP approach is
used for every solution.
• In all cases a 6 to 8 weeks
project delivers the key WARP1
deliverables to enable scoping
and decision making.
Business Case
Cloud transformation
Decommissioning
Wide-angle Application Rationalisation Programme
Value - Creating the headroom needed for innovation
| Sector, Alliance, Offering
Some Value Nuggets
Insert "Title, Author, Date"
29© 2011 Capgemini. All rights reserved.
1. Innovation describes an
accomplishment, after the fact
2. EA can bridge the gap between
strategy (in the business model) and
rapid project delivery (agile)
3. Enterprise Architecture must actively
embrace innovation
4. Engage with your partners,
suppliers, customers and
employees – innovation is not all
about technology
5. A culture of innovation is key to
success
6. Remember, if you are not making
mistakes, you are not innovating
Appendices
| Sector, Alliance, Offering
Some Relevant Links
Insert "Title, Author, Date"
31© 2011 Capgemini. All rights reserved.
Business Models for Strategy and Innovation (July 2012)
• COMMUNICATIONS OF THE ACM | JULY 2012 | VOL. 55 | NO. 7
Talking Innovation (July 2012)
• http://www.bcs.org/content/conBlogPost/2075
Innovation in an Enterprise Architecture Context: Innovating the Business
Processes, Technological Services and Corporate Strategies. (June, 2011)
• http://coherencyarchitect.com/2011/06/13/innovation-in-an-enterprise-architecture-context-
innovating-the-business-processes-technological-services-and-corporate-strategies/
The Future of EA in 2020; EA Is Integral to Strategic Planning (November, 2011)
• http://www.gartner.com
Enterprise Architecture Leaders Focus on Business Impact (May 2012)
• http://www.gartner.com
Is Your Enterprise Architecture Stifling Innovation? (September, 2010)
• http://www.itbusinessedge.com/cm/community/features/guestopinions/blog/is- your-e...
| Sector, Alliance, Offering
Other Examples of Capgemini Innovation
Insert "Title, Author, Date"
32© 2011 Capgemini. All rights reserved.
Rapid Innovation Centers
Cloud Services (e.g. Immediate)
ASE: Accelerated Solution Centers
TechnoVision 2011 edition
Social Insight
RDV: Rapid Design & Visualization
| Sector, Alliance, Offering
More information
Insert "Title, Author, Date"
33© 2011 Capgemini. All rights reserved.
Capgemini, one of the world's
foremost providers of consulting,
technology and outsourcing services,
enables its clients to transform and perform
through technologies.
Capgemini provides its clients with insights
and capabilities that boost their freedom to
achieve superior results through a unique
way of working, the Collaborative Business
ExperienceTM. The Group relies on its
global delivery model called Rightshore®,
which aims to get the right balance of the
best talent from multiple locations, working
as one team to create and deliver the
optimum solution for clients.
Present in more than 35 countries,
Capgemini reported 2009 global revenues
of EUR 8.4 billion and employs over
100,000 people worldwide.
More information is available at:
www.capgemini.com
About Capgemini
www.capgemini.com
The information contained in this presentation is proprietary. ©2011 Capgemini. All rights reserved
Jude Umeh (FBCS, CITP)Snr. Consultant & Enterprise ArchitectEmail: [email protected]: +44 (0)870 238 8529Blogs: http://www.bcs.org/server.php?show=ConBlog.8
http://www.capgemini.com/technology-bloghttp://judeumeh.wordpress.com
Twitter: @judeumeh