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Pattern-Based Strategy: Implications for Higher Ed
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Notes accompany this presentation. Please select Notes Page view.
These materials can be reproduced only with written approval from Gartner.
• Pervasive, shared training, methods and expectations.
Auftrag: The Contract of Leadership
• Authority pushed to the cutting edges
• Subordinates understand, accept, intent of orders, Leaders require them to use initiative, freedom and flexibility to meet or exceed goals.
Schwehrpunkt: Focus and Direction
• Focus and direction of efforts understood, accepted, by all.
• ―Everyone would have agreed it was the right thing to do, and would have done the same thing, under the circumstances…‖
Certain to Win: The Strategy of John Boyd, Applied to Business, Chet Richards (2004)
Science, Strategy and War: The Strategic Theory of John Boyd, Frans Osinga (2007)
Seeking Exceptions and Fact-Based
Decisions in Information
• Just as there was too much data —now there's too much information.
• Information is not shared (trust, technology, language).
• Information is often conflicting.
• New sources of information (e.g., the collective) are often not considered.
• No recognition of patterns across different types of information (people, processes, data)
But …
Pattern-Based Strategy Requires New
Disciplines
Pattern Seeking is a
discipline to seek and
exploit signals that may
lead to a pattern that
will have a positive or
negative impact on
strategy or operations.
Optempo Advantage is a
discipline for improving an
organization's competitive
rhythm so that it can
consistently and dynamically
match pace to purpose.
Transparency is a
discipline that enables
awareness and visibility to
facts that are critical to the
achievement of the
desired outcomes of an
organization.
Performance-Driven
Culture is a discipline
that extends the
traditional performance
focus to leading
indicators, modeling the
impact of patterns, and
driving desired behaviors
(as a result of a new
pattern) across the
organization.
IT Intrinsic to Pattern-Based Strategy
Today …
Act on the results at appropriate speed:
• Model-Driven Business Applications
• Business Process Management
• Application Development
• Business Activity Monitoring
• Service-Oriented Architecture
Find and Document Patterns:
• Predictive Analytics
• Industry Specific —e.g., Fraud/Security
• Social Media Platforms
• Information Mediums (Access to Data)
• Business Intelligence
Interpret, Analyze Pattern Impact, and Define Scenarios
• Performance Management
• Operation Planning & Modeling Tools
• Social Network Analysis
• Forecasting Tools
Patterns have been recognized and are often valuable, but have been limited in applicability … until now.
The Basics of Pattern-Based Strategy
Who is responsible? Everyone. Business leaders need to recognize current and new sources of information that may indicate a strategic or operational risk or opportunity.
What do you do? Invest in culture and technology to enable seeking, modeling and adapting to patterns that can have a positive or negative impact on your organization.
How do you execute?
Identify organizational capabilities where the impact of seeking, modeling and adapting will have business impact.
Where do I start? Focus on the most important areas of your business — understand the major business drivers (for example, new services, operational improvement).
Innovation
Risk
Operational Strategic
Discipline 1: Pattern Seeking —
Recognizing Weak Signals
Pattern Matching
Pattern Recognition
Creative Activity: Exploiting Collective
Knowledge To Seek Patterns
The collective comprises individuals, groups, communities, mobs,
markets and firms that have the ability to shape the direction of society
and business.
The collective is not new to higher education but
technology has made the collective more powerful –
BUs adapt to local conditions within firm-wide organizing logic
Modular capabilities centrally coordinated and architected
Ent.Charac.
1 ―Aligning IT Architecture with Organizational Realities‖ Jeanne Ross, David Robertson, George Westerman, Nils Fonstad.
MIT Sloan CISR Research Briefing, Vol 3, No 1A, March 2003.2 Drawing on the work of Duncan (1995), Kayworth, Chatterjee, and Sambamurthy (2001), Sambamurthy and Zmud (2000).3 Drawing on the work of Kayworth, Chatterjee, and Sambamurthy (2001), Weill, Subramani, and Broadbent (2002).
Unexpected reuse is the value of the WebTim Berners-Lee
FederatedComponents
SimpleInterface
GenericSolutions
E x
t e
n s
i b
l e
Uncertainty
Uncertainty
Emergent Architecture is Based on Simple,
Standard Identifiers, Formats, Protocols
Examples
Identifier
Address
Reference
Name
Format
Document
Message
Container
Protocol
Method
Operation
Process
IP IP Address IP Packet IP Protocol
E-Mail @ Address RFC 2822 SMTP(Simple Mail Transfer Protocol)
Web URI(Uniform Resource Identifier)
HTML(Hypertext Markup Language)
HTTP(Hypertext Transfer Protocol)
WS-* URI SOAP Envelope
SOAP Protocol
Three rules
- Concentrate on form, not function
- Concentrate on communication, not operation
- Concentrate on identification, not content
Simple Interface
The Learning Conundrum
Therefore,
most of the
money
organizations
spend on
learning does
not make
people more
proficient or
productive.
Where
learning
$ goesFormal learning
Where
learning
occurs
Informal
learning
A Social Learning Platform Emerges
E-Learning
FORMAL INFORMAL
Instructor-led training
Certification
Compliance
Mentoring Coaching
Expertise
"Ask an expert"
Structured Information
Repositories
Communities of Practice
and Social Networks
Unstructured Information
Sources
SOCIAL LEARNING PLATFORM
Performance
Expert intervention
Experts and Peers
STRUCTURED SOCIAL
Conclusions and Recommendations
• Pattern-Based Strategy is both about technology and culture.
• Understand how you "seek, model and adapt" today — and where the integration of these three will enable more-efficient institutional outcomes.
• Include the "collective" as a source of seeking new/novel patterns.
• Start small — identify critical patterns where exceptions have a big impact (and there is little/no planning) — apply seek, model, adapt (i.e. degree offerings, funding, financial aid, retention)
• Understand how your institution and/or department exploits the four disciplines: pattern seeking, optempo advantage, performance-driven culture, transparency.
• Shift your architectural focus from standardisation toward enablement of continuous change.
• Think about EA in terms of how to infuence relationships