Plenary Keynote in common with DevOps and Process Improvement conferences – topic to be confirmed
Dave Snowden, Founder & Chief Scientific Officer, Cognitive Edge Pte Ltd
Chairman’s scene-setting: The Second Coming of Enterprise Architecture
Richard Veryard, Glue Reply
Enable business innovation with an architecture of 2 speeds
Oliver Bossert, McKinsey & Company
- New digital native players are disrupting the business models of different industries, such as retail, banking and insurance.
- The new players have a strong advantage by building on a greenfield architecture that allows them to have very fast time to market at reasonable cost.
- To compete with these players the incumbent companies have improve agility for the customer-facing part of their architecture while managing the core of their applications landscape with a strong focus on resilience and quality.
CASE STUDY: Adventures and Interventions in International Strategic Corporate University Design and Management
Richard Dealtry, Global Association of Corporate Universities and Enterprise Academies (G-ACUA)
This presentation reviews a front line exploratory journey through the strategic evolution of the corporate university business development concept and its best management practices. It will focus on reasons for its successes and failures in achieving high levels of premium rate intellectual equity that contribute directly to shareholder value and the latest developments that are enabling and facilitating more dynamic knowledge intensive real time corporate university management paradigms.
Top Leadership’s Commitment to EA Work – Support and Guidance
Jorma Myyryläinen, Tietokarhu Ltd (part of Tieto group)
A well-known fact: it is essential and crucial to get leadership’s commitment to support EA-work and its enforcement. What it is, why it is important and how we achieve it? Some answers to questions:
- What we achieve by leadership’s commitment? About aligning vision, strategy and business goals into change program. From business demands to EA agenda.
- How to build confidence? About using advancing EA story as means of guiding the work and showing how business goals are transferred into practical change program.
- How leadership’s strategic goals shape EA agenda? About focusing on business goals and achieving them. From ICT perspective to Developing business.
- How to build EA culture? About recognising different interests of different stakeholders (especially top leadership’s special role as stakeholder), using right language when communicating with different interest groups. Architects’ role in orienteering with them when producing EA artifacts. Architects as cultural intermediators.
- What we have learned from real life experience? About some observations made during EA work with Finnish Tax Authority. Rapid technical change vs. slow cultural change.
Panel: implementing strategies
Panellists: Richard Veryard, Glue Reply; Oliver Bossert, McKinsey & Company; Jorma Myyryläinen, Tietokarhu Ltd (part of Tieto group) and Daniel Mast, Inspearit (to be confirmed)
Reflecting on Enterprise Architecture as a Boundary Object for supporting change
Balbir Barn, Middlesex University
Enterprise architecture activities are increasingly prevalent because of their role in addressing business and IT alignment. Currently, the practice of enterprise architecture is primarily aimed at: documentation, communication, software design and decision-making. These multiple purposes of EA and the role of EA as an organizational boundary object generate challenges such as different semantic frames for each of these purposes. Reflections on the original metaphor of the notion of architecture and why faking of EA design processes is necessary are used as a motivation for reviewing Enterprise Architecture as primarily a means of theory building. It is proposed that simulation technologies for EA models especially those that can more easily represent organizational concerns are essential. Steps towards such technologies are described along with a language for defining requirements for addressing change drivers. Finally, a hitherto neglected aspect of the impact of EA on value sensitive concerns of users and their integration is also discussed.
Relocating Enterprise Architecture from IT to Business Strategy
Daniel Phelps, VocaLink
What happens when the ‘IT Architect’ moves into Strategy and Business Development? How does that affect the way we and others perceive our role and value, how we influence the corporate culture, and drive business innovation?
In this progressive perspective on the role of Enterprise Architects in business strategy, Dan will explore how Enterprise Architecture can be a better organisational fit outside of the IT department. He will also explain why we need to stop people thinking that IT changes are actually about IT, and describe the lessons learned from his experiences of moving EA out of IT..
- How moving EA out of IT affects people's understanding of its contribution to business outcomes.
- Why people need to experience Enterprise Architecture that is not IT-centric - and why we may have to stop talking about IT
- Dealing with the challenge of why the 'IT Architect' works in the Strategy department (and why a change of job title can help)
- Reframing the traditional view of IT-related change as primarily business change
- Making the EA roles about business innovation - covering both change and the imaginative exploitation of existing investments S
CASE STUDY - Enterprise Architecture enables Digital Danfoss
Kai Schlüter, Danfoss A/S
The presentation will cover the utilization of an agile Enterprise Architecture approach to digitalize Danfoss. It will show the journey of simplifying the architecture and moving from on premise solutions into the cloud and transforming the company by exploiting new technologies.
Panel: Is EA IT-centred?
Panellists: Richard Veryard, Glue Reply; Balbir Barn, Middlesex University; Daniel Phelps, VocaLink; Kai Schlüter, Danfoss A/S and John Estdale, IT Architecture Specialists
Drinks Reception & Networking