Ian Thomas – CTO Lloyds TSB Insurance Group. Killer, Gorilla, Guerilla?
Excellent presentation. Key to outsourcing/shared services = transaction costs. From conglomeration to value web.
EA barriers: too IT-centric; expressions of how things work rather than what capabilities are required; over-centralised, bureaucratic, little relevance to the organisation. Governance as control rather than facilitator.
Need to concentrate on the capability: what outcomes we need rather than how we do it. Need to understand all the capabilities that we need to have. Capability is realised through business process, organisation & technology. A business capability has a service level, a cost & a channel. Each capability becomes an autonomous service. Three types of capability: customer service; economy of scale; innovation. Capabilities enable leaders to focus on what they are trying to achieve at the enterprise level – stable, high leverage & metricised view of what an organisation does, in contrast to complex/unstable views of process or technology, which are inherently unstable. Examples of capability: manage human capital; manage payroll; pay employee. Similarity to Weill’s operating model?
Affects role of IT – source capabilities or realisation, not IT. How quickly can service delivery platform realise capabilities. Focus on value adding services not technology. Strategy: outsource as much technology as possible. Only value is in products & services realised from the technology.
Services link intent to execution. Capability to service to service platform (hosted).
So: Killer SOA: way out, doomed, centralised control, large programme, bureaucratic. Gorilla SOA: low value, no strategic view, one project at a time, chaotic. Guerilla SOA: high value, end game focused, many projects at a time, federated, situational – yes! Situational leadership becomes situational architecture – this has wings. Work out broad capability model (operating model), then go for it. Guerilla EA – now we have a name for what we’re doing. Think big, start small, scale rapidly. Very well expressed.
Enterprise Governance: rapid view of business architecture as backdrop. Capability Governance: iteratively source high value improvement projects; federate implementation decisions; scale rapdily. Heavy investment in internal technology development is now foolish.
Business capabilities give you a method to understand change; need to build expertise in capability realisation, linking business & IT through services – be simultaneously systematic & realistic. Need to become the people who realise business capabilities, not the people who implement IT. Move into the relationship space!
Recommends: Business Process Management: A Rigorous Approach (Martyn A Ould)
From three TU’s to 3TU – an architect’s dream; Bert Van Zomeren, Delft University of Technology.
Ambition of 3TU.Education – virtual community for students enrolled in 3TU.programmes. ICT Trojka focusing on 3TU.Education, architecture as an instrument for change. TOGAF – adds structure & structure is needed, but not too much – just enough architecture, just enough TOGAF. Good point, whatever I may think of TOGAF. Principles: respect for existing infrastructure – won’t say dump all your systems ‘cos we have better ones. Integration by services. Use (existing) standards. Buy before make. No customisation. SOA. Very much technically focused principles, different from LJMU Information Management principles which are far more focused on how the organisation should use information than on technical architecture – maybe we need a bit more on the technical architecture side?
Within 3TU, Information Systems Architecture is forbidden territory, business of individual institution.
First area of integration work = course information, using XCRI-CAP, which is interesting in relation to the LJMU JISC-funded Culture Campus project, which is also integrating course information using XCRI-CAP – may be worth investigating?
Good (not trivial!) key lessons: check local priorities; keep working on business support; regular delivery of partial results; keep sharing the vision. Excellent presentation of practical approach.