Innovating Beyond the Enterprise
Stuart Charlton
BEA Worldwide Enterprise Architecture
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start
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First, about me
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Stuart Charlton
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Joined in 2004
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Lead SOA Architect
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May 2007
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Joined Worldwide Consulting
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This talk
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“The future is already here.It's just not evenly distributed yet.”
- William Gibson
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My 3 Claims:
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1. Organizations are drastically rethinking how they mobilize
resources
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Resources?
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Resources =ideas and things
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Knowledge capitalThingsNature
Entrepreneurial skills
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(could be acquired via financial capital)
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Implications
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Major impact on the mindset of organization
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Major impact on how we innovate
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2. The “service network” is evolvinginto a web of resources and capabilities
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Supporting this new approach to mobilization
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3. “Information assurance”will be a major limiting factor
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Assumptions
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Societal Trends
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1. Economic and Political Uncertainty
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Business regulatory reform
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Environmental reform
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(some day)
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Changing Demographics
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2. Growing Abundance
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(except energy)
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Global Labour
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Services
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3. Globalized Learning & Experimenting
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Mashups
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4. Broader Adoption of Risk Management
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Technology trends
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SOA
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Virtualization
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Web 2.0
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BPM
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How does all of this impact organizations?
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(1)
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Organizations are drastically rethinking how they mobilize resources
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Businesses
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schools
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media
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Most common today
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Assumption:Demand is stable
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Assumption: Transaction & communication costs are
high
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Assumption: The response to uncertainty is more
planning
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1945
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How do you get:
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1. Mobilized quickly from nothing
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2. Build diverse products in variable quantities
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Where would you look?
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kanban
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Many books
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2007
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Distributed CRM
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Partner Network
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Process network
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7,500 partners
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37 countries
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Pull knowledge + goods
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Education
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Media
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vs
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Retail
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Shared Experiences
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Comparing Push with Pull
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Contrasting the Push vs. Pull Approach
Demand can be forecasted
Resource centric
Tightly coupled
Centralized control
Major capital allocations
Efficiency focus
Demand is uncertain
People centric
Loosely-coupled, organic
Decentralized initiative
Incremental investment
Innovation focus
Push Model Pull Model
Participation restricted Collaboration is ingrained
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What are the implications?
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1. Flow value from demand
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Or, strategy begins with a consumer view
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What value do you consume?
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Who consumes your value?
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2. Decentralized innovation
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Goal-driven behaviour
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Processes form a pull platform
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Use process management to gain visibility
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3. More opportunities for collaboration
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In a community of practice
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With consumers
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With partners
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Example
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Lean Consumption
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Eliminating the “unpaid work” of the consumer
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Is the amount of work to be donereduced by having customers wait?
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Would there be a queue if the providers had to pay for customers waiting time?
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Principles for Lean Consumption:
Solve my problem completely.
Don’t waste my time.
Provide exactly what I want
Deliver value where I want it
Supply Value when I want it
Reduce the number of decisions I need to make to solve my problems.
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Consumer-First Process Design
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So:
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1. Organizations are drastically rethinking how they mobilize
resources
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Resources =ideas and things
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Impact on the mindset of business
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Impact on how we innovate
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2. The “service network” is evolvinginto a web of resources and capabilities
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Supporting this new approach to mobilization
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3. “Information assurance”will be a major limiting factor
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(2)
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Evolving the Service Network
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Topology
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Decentralized & Distributed
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SOA
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Lessons?
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Open, uniform agreements scale
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Service infrastructure is the on-ramp
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Visibility
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Relevance
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Agility
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But….
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whoa
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Liquid?
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Web services are often misnamed
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Neither on the web
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Nor are they general “services”
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Let’s take another look at whatSOA can be.
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We want to:Pull resources & capabilities from
demand
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1. Name resources
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2. Agree how to manipulate & communicate
with resources
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(i.e. services)
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3. Connect resources to form capabilitiesand new resources
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4. Low barrier to entry
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5. Extensible
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Ultimately,Weaving a Web of Resources and
Capabilities
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AvailableInside the Organization
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AvailableOutside the Organization
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How?
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Good news:The world-wide web architecture already
does this
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Good news:SOA is evolving to become
more like the Web
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Bad News:This is only in the early stages
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Insight:Services come in different shapes and
sizes
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JBOS “Uniform”
Level of Uniformity
“Governed SOA” ConnectedResources
Just a BunchOf… Services
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The Contract must fit the Consumer
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Examples
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Mashups and Collaboration
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The Search for Jim Gray
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(squint)
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The political implications of web networking?
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The fundamental premise behind web networking is that regardless of the amount of automation involved in a transaction, there is always a human being who will be accountable for what happens.
-- Paul Strassmann, 1995
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(3)
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“Information assurance”is a limiting factor
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“48% of the nearly 3,000 leading executives surveyed
are actively investing in Web 2.0 approaches (e.g. wikis, blogs, social networking, mashups).”
- How Businesses are using Web 2.0: A McKinsey Global Survey, March 2007
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Governance?
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"Just because something can be mashed up doesn't mean it should be… The big question to ask is, 'What are the unintended consequences
of a particular mashup'? That's a corporate policy issue."
- Ron Schmelzer, ZapThink“The Enterprise Promise of Mashups”, CMP Media,
January 8, 2007
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The general theme:
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Data is political
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Data is politicalHas always been
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but
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With freedom comes responsibility
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Information Assurance:The practice of managing information-
related risks
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More than security and data governance
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Business Continuity Planning
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Disaster Recovery Planning
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High Availability
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Auditing and Fraud Detection
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You will fail
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(sorry)
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Not just preventative,but reactive and counteractive
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Forensics
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Criminology
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The name of the game is:Operating at an acceptable level of risk
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Of course, one can get too paranoid
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Identity of a Consumer
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Identity of an Information Producer
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Identity of the Device
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Integrity and Confidentiality
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Authority over quality
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Summary:
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1. Organizations are drastically rethinking how they mobilize
resources
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Moving from Push to Pull
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Impact on the mindset of business
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Impact on how we innovate
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2. The “service network” is evolvinginto a web of resources and capabilities
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Lowered barriers to entrySupported by a web architecture
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3. “Information assurance”will be a major limiting factor
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What now?
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1. Think about ways in which your enterprise is a pull platform.
How could it become more of one?
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2. Evolve your IT services into a web of capabilities resources, exposed as low-barrier-to-entry
services,ready to be pulled by demand
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3. Begin to coordinate the multiple disciplines of
Information Assurance
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