Post on 02-Jul-2015
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Staying Relevant in the Digital Economy.
Bringing the customer and the business together as one
Mike Clark, Business Designer & Technologist
Who Am I…….
Over the past 16 years I have been innova?ng, and delivering large organisa?onal transforma?ons across a variety of industries. I have thrived on complexity, and have always brought a level of simplicity to the most complicated of challenges. I bring a crea?ve and logical approach to organisa?onal challenges, which enables me to take tradi?onal and innova?ve approaches and combine them into new ways of thinking and working.
Mike Clark Independent consultant & Business Partner Livework
Something to consider
TradiConal business focus areas
A focus on long term planning
A need to understand the best way to deliver new offerings
Greater focus on business operaCons vs. customers
Focused on delivery requirements vs. outcomes
Return on investment is Ced to the longer term plan
Understand the key products of the organisaCon and maximise the profit margin
Focused on driving shareholder value, regardless of complexity
How Architecture tradiConally used to respond
Historically the Enterprise Architect was seen as a group of individuals. Each invidual was expected to know all aspects of their discpline, tasked to solve all technical
challenges.
Built internal focused enterprise models
Architects would try to build complex models, spending significant Cme perfec?ng them. Time was their alley, and the customer was the businesses problem.
Seen as governance vs. value add
Architects were seen as the people who stopped people doing things. Management looked at them as gate keepers vs people who added real value
Things changed……………..
Digital has reshaped the business landscape
Technology companies are reshaping the business landscape. Companies such as Google, and Pay Pal are changing the way we think about money. They are tapping into our eco
system to build new connec?ons.
Apple is changing the way we think about payments and may change the way we interact with companies.
Big players have entered the market
Technology which was once trusted needs changing
Legacy mainframes which were trusted, were now under the microscope. What they did was not truly understood.
Complex programs had been built up over ?me, making the source of what created the answer difficult to find.
Customers want interacCons on their terms
Customers wanted to be able to interact with the organisa?on through a variety of channels.
In some cases the customer wanted to feel part of the organisaCon
due to the vast amount of informa?on available.
Where do stakeholders start?.
With so much new technology choices become complex
With the rapid pace of technology change, and so much choice, is difficult for senior management to know where to start. Understanding which technology will make the
biggest impact is not clear.
Architects apply tradiConal principles to new problems
Architects aOempt to provide the answers using a significant number of industry standards as part of their analysis
Focus on the architecture vs. the value
The analysis presented back to senior management requires educaCon of new architecture terms
Management become confused, the decisions that need to be made become lost in the detail.
Shifting towards simplicity and value..
Collaborate with stakeholders
Dropping architecture terms enables architects to build early relaConships. Through collaboraCon real business problems and desired outcomes are understood.
Focusing on the minimum viable, allows for co creaCon with the stakeholder. Early feedback builds partnerships, ensuring adop?on of content, and builds value quickly
Deliver the minimum viable to validate answers
Hide the complexity of architecture and present familiar
Architects produce the same viewpoints, but hide the complexity from management. New simplified views are created, which are familiar, shiOing the focus to where the real
decisions need to be made.
CreaCon of views that are easily understood
How will the Architect of the future respond
The architect of the future is no longer a person. It is a diverse team of business technologists who represent the business but from technology. This diverse group will work
together to translate business problems into technology.
A team of diverse people working together
The Business Technologists of the future will represent technology at the business table. Rather than bring solu?ons, they will recommend minimal viable technologies, to make the
biggest business and customer impact.
Business Technologists will sit at the business table
How will the new technologists architect for the digital customer?
Will be able to understand what customers care about
Start to architect the customer and the experience
PuQng the customer and their interacCon preferences at the heart of your strategy
PuQng the customer at the heart of the strategy
Focus on the journey aligned to the business.
Able to understand outcomes customers care about
Understand what capabiliCes must change
Build the map to real value
Understand channels customers need
Digital channels extends coverage to always on which appeals to certain genera?ons
Use CollaboraCon tools to start to connect and win
Interact and engage with colleagues and customers using Enterprise Social capabiliCes that bring
together collaboraCon & communicaCons tools in a seamless and intui?ve manner
That first step into customer experience architecture begins in London on December 4th 2014 hOp://liveworkstudio.com/collecCons/event/