Jan Staack, Lead Enterprise Architect, Business partnering and EA Dansk IT Mobility Kompetence netværk 9. Februar 2016 FROM MOBILITY TO ENTERPRISE MOBILITY
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Jan Staack, Lead Enterprise Architect, Business partnering and EA
Dansk IT Mobility Kompetence netværk
9. Februar 2016
FROM MOBILITY TO
ENTERPRISE MOBILITY
Mobility and Enterprise Mobility
Introduction:
“Going from Mobility to Enterprise Mobility, which steps should be considered?
By now your company properly have a number of mobility solutions in place, servicing different needs, target groups and based on different
technologies.
In order to go to an Enterprise Mobility initiative, what are the steps to have identified future business plans, digital business strategies , innovation
and disruptive technologies and a Mobility strategy aligned? “
The presentation is based on a Master Thesis from IT University Copenhagen, where the problem definition was:
“How can Companies be supported in delivering across Enterprise and Business strategy, Enterprise Architecture and IT a coherent Mobility
concept setup and enablement, using an Enterprise Mobility Framework?”
2
Conclusion
If you have:
• a present need for Digital Business models (including customers content and platforms), and the quest for delivering more internal digital gold to
customers and/or…
• work in an innovative way, and see mobility as a disruptive technology of their products in the market and/or…
• a review of Open Group “Nexus in action” 22 use cases uncovers that the business has similarly functionality requests in their business portfolio.
If your answers are positive, to one or more of the above questions, the you could progress into setting up a foundation for
• An Enterprise Mobility Framework
And
• A evaluation of a change in Enterprise Architecture role and capabilities
(by adding a designer skill set), into the IT and Business organisation and into the top management team or advisory board.
3
Enterprise
Mobility
Framework
Enterprise Mobility FrameworkYour
Company
Com
pany
& I
T
1. The company’s business areas?2. The organizational placement of IT3. IT’s role in mobility enablement and development4. Which areas and target groups have been supported by a mobility solution
Maturity of your Company’s digital model?
Matu
rity
of dig
ital busin
ess m
odel
5. How much of your revenue is generated online?6. Of the content you provide today, what do your customers find most valuable? 7. What other content could you provide?8. Who is responsible for content in your enterprise? 9. Is responsibility for digital products and information about physical products held by same groups?10. Should it be?11. Do you know how good your customers experience is? 12. Who owns it?13. What aspects do your customers dislike or find frustrating?14. How good are your internal digital platforms (1-10)? Who owns them?15. How can you expose more of your internal digital platforms to your customers to improve their experience?16. How can you better leverage the market for your platforms- e.g. Cloud, SaaS, partners, external data?17. How good are your partners’ platforms?
Innovation and disruptive technology?
Matu
rit
y o
f In
novati
on
18. In your company, is innovation everyone’s job?19. Is disruption part of your company’s innovation portfolio?20. Are small project teams central to taking innovative ideas to market?21. Does your company take smart risks in the pursuit of innovation? And does your company consider mobility as a disruptive technology?
Other Elements to Planning
Inspir
ational use c
ases &
EA a
lignm
ent
22. Inspiration from Open Platform Use casesUse-Case 1: Retail Smart Store Use-Case 2: Sustainable Shopping and Restaurant Street Use-Case 3: Multi-Channel Marketing Use-Case 4: Supply Chain Store Brand Integration Use-Case 5: Multi-Channel Customer Service Use-Case 6: Social Gamification Orchestration Use-Case 7: Multi-Service Provisioning Orchestration Use-Case 8: Augmented Lifestyle Sensor Feedback Use-Case 9: Augmented Patient Care Sensor Feedback Use-Case 10: Open Government Data Interchange Use-Case 11: Incident Management Use-Case 12: Information Control Use-Case 13: E-Medical Data Access and Exchange Use-Case 14: Translational Research – Bench to Bedside Use-Case 15: Mobile Smart Charging Use-Case 16: Electric Vehicles Ecosystem Use-Case 17: Smart Buildings and Home Appliances Use-Case 18: Smart Retail Distribution Use-Case 19: Maintenance of Air Conditioning Use-Case 20: Safe Mobility Use-Case 21: Investments and Asset Management Use-Case 22: Open Innovation, Crowd-Sourcing, and Crowd-Funding
23.Enterprise identified identities concept and setup24 Enterprise experience design concept and setup 25 Enterprise architecture framework and Intersection aspects merger setup
Elements (aspects) to EA enhancement
EA
align-
ment
26. Business frame – setup and content?27. People Frame – setup and content?28. Function Frame – setup and content?29. Structure Frame – setup and content?
4
Focus of presentation
Process for Companies following Enterprise Mobility Framework
5
Business
Model
Digital
Business
Model?
Disruptive
innovation
situation?
Transformation
Mobile use-
cases
identified?
EA / Inter-
section
aspects
Market condition
Need of
mobile Solution
Weill / Guenther Clayton Christensen
Open Group EA / Guenther
Enterprise
Mobility
EnablementOrganisational
implementation
Business Transformation and
Digital model
6
Business
Model
Mobile use-
cases
identified?
EA / Inter-
section
aspects
Enterprise
Mobility
Enablement
Business
Model
Digital
Business
Model?
Disruptive
innovation
situation?
Peter Weill - Center for Information Systems Research (CISR)Research notes:
1. What is your digital business model? 2011
2. Optimizing Your Digital Business Model 2013
7
12
Peter Weill - Center for Information Systems Research (CISR)Research notes:
3. Digitization: Threat or Opportunity May 2014
8
3
Disruptive technology
and Innovation
9
Business
Model
Mobile use-
cases
identified?
EA / Inter-
section
aspects
Enterprise
Mobility
Enablement
Business
Model
Digital
Business
Model?
Disruptive
innovation
situation?
In the book, The Innovator's Dilemma, Professor Clayton Christensen of Harvard Business School
describes a theory about how large, outstanding firms can fail "by doing everything right." The
Innovator's Dilemma, describes companies whose successes and capabilities can actually become
obstacles in the face of changing markets and technologies.
10Disruptive vs. Sustaining Technologies
The Innovator's Dilemma
11
Examples on disrupted innovations
Mobile devices means the end of the traditional PC?
Mobility and new Business modelsIT I Praksis 27. August 2014, Rambøll Management
12
Mobility – tablets and smartphonesIT I Praksis 27. August 2014, Rambøll Management
13
14
Classification of Mobility initiatives to prioritize low hanging fruits.
Priority medium
Priority medium Priority high
Priority low
Va
lue
Complexity
Low
High
Complex Simple
15
Complexity
Value
High Value
Low Complexity
Low Value
Low Complexity
High Value
High Complexity
Low Value
High Complexity
Evaluation diagram for mobile wishes and innovation
16
Need:What is the
customer and
market need that
your research
provides a solution?
Approach:What is your unique
and compelling
approach to
address the need?
Benefit:What are the
quantitative benefits
to the customer and
how much is it
worth?
Competition:Who/what are
competitive
alternatives and
why your solution is
better?
Iterating
idea
Stanford Research Institute's systematic approach to innovation NABC method (Needs, Approach, Benefits per costs, and Competition)
Interview findings
17
Business
Model
Mobile use-
cases
identified?
EA / Inter-
section
aspects
Enterprise
Mobility
Enablement
Business
Model
Digital
Business
Model?
Disruptive
innovation
situation?
Target groups from interviews
Questions / answers Answers Carlsberg
Answers Lego
Answers RegionH
Answers APM
1. The company’s business areas? B2C,B2B,B2E B2C,B2B,B2G,B2E
B2E B2E(global)
18
Target
group
B2E 4
B2B 2
B2C 2
B2G 1
B2E (B2B) strong focus on communication and
collaboration, Core-content productivity and
Administrative efficiency
B2C (B2G) strong focus Mobile as a channel to
the customers / students
Disruptive Biz
Disruptive PC
Maturity in Carlsberg, Lego, RegH and APM on Digital Biz model and
innovation / disruption
19
Questions / answers Answers Carlsberg
Answers Lego
Answers RegionH
Answers APM
5. How much of your revenue is generated online? 3-40% 10 % NA
6. Of the content you provide today, what do your customers find most valuable?
Self-service, feedback on peers
Direction guidance,
treatment and disease info
News, employee info on Maersk,
location, handbook
7. What other content could you provide? Info to customer and bar owner
Self service Workflow, intranet offline, travel app
8. Who is responsible for content in your enterprise? BIZ (IT) Clinical personnel BIZ /CIT
9. Is responsibility for digital products and information about physical products held by same groups?
Yes Yes Yes
10. Should it be? Yes Yes Yes
11. Do you know how good your customers experience is? Indirectly partly Yes
12. Who owns it? Sales & Marketing Board of directors BRM, APL grs.., service grs...
13. What aspects do your customers dislike or find frustrating? UX Lead time to change (UX)
Level of maturity
14. How good are your internal digital platforms (1-10)? Who owns them?
6IT
3,5IMT
7CIT
15. How can you expose more of your internal digital platforms to your customers to improve their experience?
More internal data to customers
Self serviceNew health
platform
Offline intranet,Leadership conf.app.
16. How can you better leverage the market for your platforms-organisation Cloud, SaaS, partners, external data?
By using best of bread and sourcing
Private cloud Yes, moving to Azure
17. How good are your partners’ platforms? 5 5 4
Questions / answers Answers Carlsberg
Answers Lego
Answers RegionH
Answers APM
18. In your company, is innovation everyone’s job? Partly Yes partly Yes in CIT
19. Is disruption part of your company’s innovation portfolio?
Yes No Yes
20. Are small project teams central to taking innovative ideas to market?
Partly Yes, sometimes Yes sometimes
21. Does your company take smart risks in the pursuit of innovation? And does your company consider mobility as a disruptive technology?
Yes & No for Mobility
minor scaleYes for Mobility
Yes and Yes for Mobility
Maturity in Carlsberg, Lego, Region H and AP Møller on Enterprisse
Design Framework (Intersection)
Questions / answers Answers Carlsberg
Answers Lego
Answers RegionH
Answers APM
22. Have you identified identities being Not at enterprise level
No No
23 Have any structural modelling (Enterprise architecture-wise) been used to describe
Yes B2E Yes Yes partly
24 Have you done any experience design using: pretotyping Somewhat Little
25. Have you identified actors / Roles in terms of: Yes No, but Roles Personas
26. Have you identified touchpoints between actors and the enterprise in terms of
Yes- use cases At concern level User stories
27. Have you identified service elements of: Yes At some level No
28. Have you defined content a three level of usages BIZ objects Relevance and ownership
No
29. Do your Business search to describe: Differentiation and efficiency
Differentiation / efficiency
Differentiation
30. Are you using a human centric design method to uncover
Only preto- typing and use cases
Yes, business viability, technical
feasibility, user desirable.
Yes in mobile dev.
31. Are you addressing the function discovery in terms of Common methods, and wireframes
Business case No
32. Have you an approach to define a structure for a domain
Process & capabilities
User, owner and implementer’s
model
User stories
20
Intersection Aspects to be added to EA
21
Business
Model
Mobile use-
cases
identified?
EA / Inter-
section
aspects
Enterprise
Mobility
Enablement
Business
Model
Digital
Business
Model?
Disruptive
innovation
situation?
Enterprise Design Framework Intersection and the Enterprise Mobility
Framework / EA
22
Focus Area
Focus Area
Milan Guenther Big Picture – Identities
The three aspects Identity, Architecture and Experience form together the Enterprise design
The enterprise as a mesh of personalities, impressions, and images in people’s minds, as expressed in symbols, language, and emerging
culture. It is subject to Branding work and related initiatives in form of evaluating identities being
Shared (Customers/ Suppliers/ partners / Departments / Countries (to shape the identity to the market including internal or external stakeholders)?
Personal (employees / conception and expression of individuality and group affiliations)
Impersonal (part being an attributed to in example trademarks for products or services)
In order to actively shape the personal branding initiatives and taking this into an enterprise level (organizational) as a Corporate Branding (to
manifest Form and appearance, Communication and behaviour)?
23
Working with Shared Identities?
24
Lego brands values:
creativity
fun
quality
care
learning
imagination
Working with, Personal, and impersonal Identities?
25
Milan Guenther Big Picture – Experience design
The three aspects Identity, Architecture and Experience form together the Enterprise design
The enterprise as a space of people, environments, and artefacts. Experience Design work strives to redesign and improve these
exchanges, starting from human behaviour and based on the different stakeholder’s relationships:
User Experience (looks at the way people use products, services and other kind of systems, and the quality of the resulting
experience)
Customer Experience (addresses commercial relationships in the enterprise, with a focus on customers satisfaction and retention)
(Customer Journey)
Employee Experience (optimize the relationship between a an organisation and its employees, often a prerequisite for good
customers Experience, since employee behaviour has a big influence on its success)
Brand Experience (attempts to look at a Brand from the perspective of the people addressed and transforming their experience when
interacting with it)
In the Enterprise context Experience Design is a strategic instrument to establish and transform different kinds of relationship in the
enterprise.
It allows the designer to make design decision based on a deep understanding of the influence of the product, service, process,
or other kind of solution to a problem has on the experience of its audience.
26
Example of Experience design approach http://bridgeable.com/wp-content/uploads/940500_DogSleddingExperienceMap_v02_20130407_bl-01.png
27
28
Business Frame - Alexander Osterwalder Business Canvas
29
Key Partner1. Who are our Key Partners?
2. Who are our key suppliers?
3. Which Key Resources are
we acquiring from partners?
4. Which Key Activities do
partners perform?
Motivations for partnerships
Optimization and economy
Reduction of risk and uncertainty
Acquisition of particular resources and
activities
Key Activities1. What Key Activities do our
Value Propositions require?
2. Our Distribution Channels?
3. Customer Relationships?
4. Revenue streams?
Categories
Production, Problem Solving,
Platform/Network
Key Resources1. What Key Resources do
our Value Propositions
require?
2. Our Distribution Channels?
Customer Relationships?
3. Revenue Streams?
Types of resources
Physical, Intellectual (brand patents,
copyrights, data), Human, Financial
Value Propositions1. What value do we deliver to
the customer?
2. Which one of our customer’s
problems are we helping to
solve?
3. What bundles of products
and services are we offering
to each Customer Segment?
4. Which customer needs are
we satisfying?
Characteristics
Newness
Performance
Customization
“Getting the Job Done”
Design
Brand/Status
Price
Cost Reduction
Risk Reduction
Accessibility
Convenience/Usability
Customers relationships1. What type of relationship does each of our
Customer Segments expect us to establish
and maintain with them?
2. Which ones have we established?
3. How are they integrated with the rest of our
business model?
4. How costly are they?
examples
Personal assistance, Dedicated Personal Assistance, Self-
Service, Automated Services, Communities, Co-creation
Channels1. Through which Channels do our Customer
Segments want to be reached?
2. How are we reaching them now?
3. How are our Channels integrated?
4. Which ones work best?
5. Which ones are most cost-efficient?
6. How are we integrating them with customer
routines?
channel phases
1. Awareness - How do we raise awareness about our
company’s products and services?
2. Evaluation - How do we help customers evaluate our
organization’s Value Proposition?
3. Purchase - How do we allow customers to purchase
specific products and services?
4. Delivery - How do we deliver a Value Proposition to
customers?
5. After sales -How do we provide post-purchase customer
support?
Customers
segments1. For whom
are we
creating
value?
2. Who are our
most
important
customers?
Mass Market
Niche Market
Segmented
Diversified
Multi-sided Platform
Cost Structure1. What are the most important costs inherent in our business model?
2. Which Key Resources are most expensive?
3. Which Key Activities are most expensive?
is your business more
Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)
Value Driven (focused on value creation, premium value proposition)
sample characteristics
Fixed Costs (salaries, rents, utilities), Variable costs, Economies of scale, Economies of scope
Revenue Streams1. For what value are our customers really willing to pay?
2. For what do they currently pay?
3. How are they currently paying?
4. How would they prefer to pay?
5. How much does each Revenue Stream contribute to overall revenues?
types - Asset sale, Usage fee, Subscription Fees, Lending/Renting/Leasing, Licensing, Brokerage fees
fixed pricing - List Price, Product feature dependent, Customer segment, dependent, Volume dependent
dynamic pricing - Negotiation (bargaining), Yield Management, Real-time-Market
Business Frame - Alexander Osterwalder Business Canvas
30
Key Partner1. Who are our Key Partners?
2. Who are our key suppliers?
3. Which Key Resources are
we acquiring from partners?
4. Which Key Activities do
partners perform?
Motivations for partnerships
Optimization and economy
Reduction of risk and uncertainty
Acquisition of particular resources and
activities
Key Activities1. What Key Activities do our
Value Propositions require?
2. Our Distribution Channels?
3. Customer Relationships?
4. Revenue streams?
Categories
Production, Problem Solving,
Platform/Network
Key Resources1. What Key Resources do
our Value Propositions
require?
2. Our Distribution Channels?
Customer Relationships?
3. Revenue Streams?
Types of resources
Physical, Intellectual (brand patents,
copyrights, data), Human, Financial
Value Propositions1. What value do we deliver to
the customer?
2. Which one of our customer’s
problems are we helping to
solve?
3. What bundles of products
and services are we offering
to each Customer Segment?
4. Which customer needs are
we satisfying?
Characteristics
Newness
Performance
Customization
“Getting the Job Done”
Design
Brand/Status
Price
Cost Reduction
Risk Reduction
Accessibility
Convenience/Usability
Customers relationships1. What type of relationship does each of our
Customer Segments expect us to establish
and maintain with them?
2. Which ones have we established?
3. How are they integrated with the rest of our
business model?
4. How costly are they?
examples
Personal assistance, Dedicated Personal Assistance, Self-
Service, Automated Services, Communities, Co-creation
Channels1. Through which Channels do our Customer
Segments want to be reached?
2. How are we reaching them now?
3. How are our Channels integrated?
4. Which ones work best?
5. Which ones are most cost-efficient?
6. How are we integrating them with customer
routines?
channel phases
1. Awareness - How do we raise awareness about our
company’s products and services?
2. Evaluation - How do we help customers evaluate our
organization’s Value Proposition?
3. Purchase - How do we allow customers to purchase
specific products and services?
4. Delivery - How do we deliver a Value Proposition to
customers?
5. After sales -How do we provide post-purchase customer
support?
Customers
segments1. For whom
are we
creating
value?
2. Who are our
most
important
customers?
Mass Market
Niche Market
Segmented
Diversified
Multi-sided Platform
Cost Structure1. What are the most important costs inherent in our business model?
2. Which Key Resources are most expensive?
3. Which Key Activities are most expensive?
is your business more
Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)
Value Driven (focused on value creation, premium value proposition)
sample characteristics
Fixed Costs (salaries, rents, utilities), Variable costs, Economies of scale, Economies of scope
Revenue Streams1. For what value are our customers really willing to pay?
2. For what do they currently pay?
3. How are they currently paying?
4. How would they prefer to pay?
5. How much does each Revenue Stream contribute to overall revenues?
types - Asset sale, Usage fee, Subscription Fees, Lending/Renting/Leasing, Licensing, Brokerage fees
fixed pricing - List Price, Product feature dependent, Customer segment, dependent, Volume dependent
dynamic pricing - Negotiation (bargaining), Yield Management, Real-time-Market
31
People FrameHuman Centered Design – Personas modelling, Scenarios, Validation and Co-Creation
Example Borger.dk
32
Anbefalinger 012/13, Center for personas forskning og anvendelse, ITU
Anbefalingerne er skrevet på baggrund af de indsamlede erfaringer og bygger
på udtalelser om hvornår personametoden har fungeret og været en succes.
Medtænk, hvilke opgaver personas skal løse
Beskrivelserne bør ikke være for brugsorienterede
Beskrivelserne skal skabe empati
Beskrivelserne bør kunne skelnes fra hinanden
Personametoden indarbejdes som en del af værktøjskassen
Gå fra beskrivelserne i baghovedet til videndeling
Fasthold metoden
Grundigt datamateriale giver troværdighed
Hav opbakning – også fra ledelsen
Function Frames, "Form follow Function", modeling functional
requirements
Example from Danske Bank
33
How Top Performers manage total digitizationCISR – Peter Weill April 2014
34
35
Eric Evans – Domain driven design
36
Structure Frame – Domain Driven design is to be able to include key
elements of object modelling and software design
37
Possible gains by adding the 6 Aspects to EA
A better understanding of mapping of identities to be used in developing and designing
mobile solutions
A better understanding of the Experience design issues to be added
A better understanding and dialogues with the business
A more people centric basis for developing the mobile solutions
A better overview and documentation of the functions needed in the mobile solutions
A better common language and to build software solutions on a solid model describing the
business domain
And all of the above will add to a better EA working relation with Business
38
Outcome to Enterpise Mobilitv enablement
The EA role
39
Business
Model
Mobile
use-cases
identified?
EA / Inter-
section
aspects
Enterprise
Mobility Enablement
Business
Model
Digital
Business
Model?
Disruptive
innovation
situation?
The outcome of the Enterprise Mobility framework
• Adapt Designer role / skillset for EA and EA Role
• Rework EA framework and IT organisation and include the expanded role
• Involve Top management in Identity and Experience Design discovery
In the following I will look into the Enterprise Architecture role to support mobility.
40
Gartner Hype Cycle for Enterprise Architecture, 2014
41
Mobility
Mobility
Mobility
Focus of presentationMobility
Elements of Nexus of Forces
Is there a need of a changing role for the Enterprise Architect?
Lego: “The largest challenge seen in Lego’s eyes is not technical, but cultural, in our understanding of that what we are
developing has another life cycles, and this is requiring another approach, time to market and fail fast, is critical to
handle, and if we are doing it “in the usual way” then we are failing, it will be too slow and too expensive, and what we
do now something new is coming, we try to model it to something we know how to handle, but when looking at it
afterwards show that it does not fit at all“
Gartner, where it is pointed to that in 2016 “30% of global organizations will establish a clear role distinction between
foundational and vanguard enterprise architects. Enterprise architects will be challenged to develop the talent to deal with
the non-linear digital future, while effectively managing the current estate at the same time.” The roles of the vanguard
Enterprise architects could well be the responsibility of handling the intake of mobility in an organisation.
42
Hypecycle on Enterprise Architecture2014 EA Hype Cycle focuses on three views of the disruptive technologies and business models that EA practitioners should track, and the
practices and tools that enable organizations to apply EA to lead response and deliver targeted business outcomes
43
Mobility
Mobility
Mobility
Mobility
Mobility
Mobility future challenges and Your company?
Perspectives
Mobility
Technologies
44
Business
Model
Mobile use-
cases
identified?
EA / Inter-
section
aspects
Enterprise
Mobility
Enablement
Business
Model
Digital
Business
Model?
Disruptive
innovation
situation?
45
Gartner IT Market Clock for Enterprise mobility 2011 / 2013
2011 2013
Remotely controlled work processes
Augmented Reality
Wearables
Smart navigation
Tactile versus Digital
GPS
The Internet of Things
Coming mobility supported technologies
Internet of Things (IoT) in Home Automation?
47
Applications
Energy
Lighting
Access
Security
Integration
Platform
ENERGY SAVING THROUGH
REMOTE MONITORING OF
ELECTRICITY, WATER AND HEAT
CONSUMPTION
ELECTRONIC DOOR LOCK AND
INTRUDER ALARM INTEGRATION
ENERGY MANAGEMENT VIA LIGHTING
SWITCHES, DIMMERS AND SOCKETS
HOME SIMULATION TO PREVENT
BURGLARY
INTRUDER ALARM
MULTI-ROOM AUDIO
HOME THEATER
BROADBAND/WIFI
CAMERA
(INDOOR/-OUTDOOR)
WATER/GAS LEAKAGE
DETECTION, CLOSING
AND NOTIFICATION
Source: Axelerate 2013
Lego Fusion – Create and race (Town Master, Battle Towers and Resort
Designer)
48
Politiken Økonomi 4. sep. 2014 KL. 11.15
Lego leverer nyt succes-regnskab
"Det er særligt Legos nye produktserie, der blev lanceret
i forbindelse med Lego-filmen i begyndelsen af året, der har
overgået virksomhedens forventninger."
Lego has EA architects
in Marketing and Sales
(R&D) to support games
development, and EA
architects in Operation
and Logistics. This
supports the Vanguard -
and classic EA architect
roles
You are welcome to user the Enterprise Mobility framework in your
company
49
Questions
50
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