EA 2015 - Business and IT Alignment.Onsdag den 4. november 2015

Going from Mobility to Enterprise Mobility, which steps should be considered?Jan Staack, Lead Enterprise Architect, DONG Energy IT

Jan Staack, Lead Enterprise Architect, Business partnering and EA

Dansk IT EA conference

4. November 2015

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?”

3

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.

4

Enterprise

Mobility

Framework

Enterprise Mobility FrameworkYour

Company

Com

pany

& I

T

1. The company’s business areas?

2. The organizational placement of IT

3. IT’s role in mobility enablement and development

4. 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

Innovati

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

Inspirational

use cases &

EA a

lignm

ent

22. Inspiration from Open Platform Use cases

Use-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 setup

24 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?5

Focus of presentation

Process for Companies following Enterprise Mobility Framework

6

Business Model

DigitalBusiness 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

7

Business Model

Mobile use-cases

identified?

EA / Inter-section

aspects

Enterprise Mobility

Enablement

Business Model

DigitalBusiness

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

8

12

Peter Weill - Center for Information Systems Research (CISR)Research notes:

3. Digitization: Threat or Opportunity May 2014

9

3

Disruptive technology

and Innovation

10

Business Model

Mobile use-cases

identified?

EA / Inter-section

aspects

Enterprise Mobility

Enablement

Business Model

DigitalBusiness

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.

11Disruptive vs. Sustaining Technologies

The Innovator's Dilemma

12

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

13

Mobility – tablets and smartphonesIT I Praksis 27. August 2014, Rambøll Management

14

15

Classification of Mobility initiatives to prioritize low hanging fruits.

Priority medium

Priority medium Priority high

Priority low

Valu

e

Complexity

Low

High

Complex Simple

16

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

17

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 thequantitative benefits to the customer andhow much is it worth?

Competition:Who/what arecompetitivealternatives 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

18

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)

19

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

20

Questions / answers Answers

Carlsberg

Answers

Lego

Answers

RegionH

Answers

APM5. 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?

6

IT

3,5

IMT

7

CIT

15. How can you expose more of your internal digital platforms to

your customers to improve their experience?

More internal data

to customers

Self service

New 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

APM18. 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 scale

Yes 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

APM22. 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

21

Intersection Aspects to be added to EA

22

Business Model

Mobile use-cases

identified?

EA / Inter-section

aspects

Enterprise Mobility

Enablement

Business Model

DigitalBusiness

Model?

Disruptive innovation

situation?

Enterprise Design Framework Intersection and the Enterprise Mobility

Framework / EA

23

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)?

24

Working with Shared Identities?

25

Lego brands values:

creativity

fun

quality

care

learning

imagination

Working with, Personal, and impersonal Identities?

26

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.

27

Example of Experience design approach http://bridgeable.com/wp-content/uploads/940500_DogSleddingExperienceMap_v02_20130407_bl-01.png

28

29

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

w e acquiring from partners?

4. Which Key Activities do

partners perform?

Motivations for partnerships

Optimization and economyReduction of risk and uncertainty

Acquisition of particular resources and activ ities

Key Activities1. What Key Activities do our

Value Propositions require?

2. Our Distribution Channels?

3. Customer Relationships?

4. Revenue streams?

CategoriesProduction, Problem Solving,

Platf orm/Network

Key Resources1. What Key Resources do

our Value Propositions

require?

2. Our Distribution Channels?

Customer Relationships?

3. Revenue Streams?

Types of resourcesPhy sical, Intellectual (brand patents,

copy rights, data), Human, Financial

Value Propositions1. What value do w e deliver to

the customer?

2. Which one of our customer’s

problems are w e helping to

solve?

3. What bundles of products

and services are w e offering

to each Customer Segment?

4. Which customer needs are

w e satisfying?

CharacteristicsNewness

Perf ormanceCustomization

“Getting the Job Done”Design

Brand/StatusPrice

Cost ReductionRisk Reduction

AccessibilityConv enience/Usability

Customers relationships1. What type of relationship does each of our

Customer Segments expect us to establish

and maintain w ith them?

2. Which ones have w e established?

3. How are they integrated w ith the rest of our

business model?

4. How costly are they?

examplesPersonal assistance, Dedicated Personal Assistance, Self-

Serv ice, Automated Services, Communities, Co-creation

Channels1. Through w hich Channels do our Customer

Segments w ant to be reached?

2. How are w e reaching them now ?

3. How are our Channels integrated?

4. Which ones w ork best?

5. Which ones are most cost-eff icient?

6. How are w e integrating them w ith customer

routines?

channel phases1. Awareness - How do we raise awareness about our

company’s products and services?2. Ev aluation - How do we help customers evaluate our

organization’s Value Proposition?3. Purchase - How do we allow customers to purchase

specif ic products and services?4. Deliv ery - How do we deliver a Value Proposition to

customers?5. Af ter sales -How do we prov ide post-purchase customer

support?

Customers

segments1. For w hom

are w e

creating

value?

2. Who are our

most

important

customers?

Mass Market

Niche MarketSegmented

Div ersifiedMulti-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 Driv en (focused on value creation, premium value proposition)

sample characteristicsFixed Costs (salaries, rents, utilities), Variable costs, Economies of scale, Economies of scope

Revenue Streams1. For w hat value are our customers really w illing to pay?

2. For w hat do they currently pay?

3. How are they currently paying?

4. How w ould 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 dependentdynamic pricing - Negotiation (bargaining), Yield Management, Real-time-Market

Business Frame - Alexander Osterwalder Business Canvas

31

Key Partner1. Who are our Key Partners?

2. Who are our key suppliers?

3. Which Key Resources are

w e acquiring from partners?

4. Which Key Activities do

partners perform?

Motivations for partnerships

Optimization and economyReduction of risk and uncertainty

Acquisition of particular resources and activ ities

Key Activities1. What Key Activities do our

Value Propositions require?

2. Our Distribution Channels?

3. Customer Relationships?

4. Revenue streams?

CategoriesProduction, Problem Solving,

Platf orm/Network

Key Resources1. What Key Resources do

our Value Propositions

require?

2. Our Distribution Channels?

Customer Relationships?

3. Revenue Streams?

Types of resourcesPhy sical, Intellectual (brand patents,

copy rights, data), Human, Financial

Value Propositions1. What value do w e deliver to

the customer?

2. Which one of our customer’s

problems are w e helping to

solve?

3. What bundles of products

and services are w e offering

to each Customer Segment?

4. Which customer needs are

w e satisfying?

CharacteristicsNewness

Perf ormanceCustomization

“Getting the Job Done”Design

Brand/StatusPrice

Cost ReductionRisk Reduction

AccessibilityConv enience/Usability

Customers relationships1. What type of relationship does each of our

Customer Segments expect us to establish

and maintain w ith them?

2. Which ones have w e established?

3. How are they integrated w ith the rest of our

business model?

4. How costly are they?

examplesPersonal assistance, Dedicated Personal Assistance, Self-

Serv ice, Automated Services, Communities, Co-creation

Channels1. Through w hich Channels do our Customer

Segments w ant to be reached?

2. How are w e reaching them now ?

3. How are our Channels integrated?

4. Which ones w ork best?

5. Which ones are most cost-eff icient?

6. How are w e integrating them w ith customer

routines?

channel phases1. Awareness - How do we raise awareness about our

company’s products and services?2. Ev aluation - How do we help customers evaluate our

organization’s Value Proposition?3. Purchase - How do we allow customers to purchase

specif ic products and services?4. Deliv ery - How do we deliver a Value Proposition to

customers?5. Af ter sales -How do we prov ide post-purchase customer

support?

Customers

segments1. For w hom

are w e

creating

value?

2. Who are our

most

important

customers?

Mass Market

Niche MarketSegmented

Div ersifiedMulti-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 Driv en (focused on value creation, premium value proposition)

sample characteristicsFixed Costs (salaries, rents, utilities), Variable costs, Economies of scale, Economies of scope

Revenue Streams1. For w hat value are our customers really w illing to pay?

2. For w hat do they currently pay?

3. How are they currently paying?

4. How w ould 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 dependentdynamic pricing - Negotiation (bargaining), Yield Management, Real-time-Market

32

People FrameHuman Centered Design – Personas modelling, Scenarios, Validation and Co-Creation

Example Borger.dk

33

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

34

How Top Performers manage total digitizationCISR – Peter Weill April 2014

35

36

Eric Evans – Domain driven design

37

Structure Frame – Domain Driven design is to be able to include key

elements of object modelling and software design

38

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

39

Outcome to Enterpise Mobilitv enablement

The EA role

40

Business Model

Mobile use-cases

identified?

EA / Inter-section

aspects

Enterprise Mobility

Enablement

Business Model

DigitalBusiness

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.

41

Gartner Hype Cycle for Enterprise Architecture, 2014

42

Mobility

Mobil ity

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.

43

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

44

Mobility

Mobil ity

Mobility

Mobility

Mobility

Mobility future challenges and Your company?

Perspectives

Mobility

Technologies

45

Business Model

Mobile use-cases

identified?

EA / Inter-section

aspects

Enterprise Mobility

Enablement

Business Model

DigitalBusiness

Model?

Disruptive innovation

situation?

46

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?

48

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)

49

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

50

Questions

51