I had an interesting conversation recently about the use of Wardley maps as part of an Enterprise Architecture and Digital Transformation programme recently. I had looked at using Wardley maps some time ago but now I think it is a good time to incorporate their use into normal Enterprise Architecture/ Business Architecture work. They are a very useful addition to the bag of techniques and approaches that I recommend should be used by Enterprise Architects working on the Strategy and Business Architecture domains as well as for the IT architecture domains.

Wardley Maps are useful for understanding the dynamics of what is needed to support a user’s needs. The underlying dependencies between user needs are constantly evolving and many organisations do not recognise this when they come up with a dry list of Business Strategies, Goals and Objectives using a Business Motivation Model. A Wardley map makes strategies much clearer and contributes towards better situational awareness which is critical.

When asked about their strategy the CxOs often simply mention similar lists of ideas that they see other organisations talking about and copy. Often they don’t really understand the buzz words. For instance, what does ‘Digital’ really mean? Is doing Digital sufficient to claim an innovative advantage in the blue ocean? A situational Awareness map will help visualise the buzzwords and their relative importance. It will also allow the organisation to better understand where it can gain an advantage.

Wardley maps help to position the user needs and dependencies in a continuum from the genesis of an idea through to the commoditisation of the same idea, at the same time as creating a value chain as a directed graph and not just as a high level list of business functions.  The Wardley map combines the Value chain view with an Evolution and dependency view which helps to identify where the strategies (Both Business and IT) should attack to produce a competitive advantage.

Upstream of Wardley maps, User needs can be identified from modelling Business Scenarios and Customer Journeys. It will be very likely that multiple Wardley maps will be needed.

The dependencies between user needs is similar to the dependencies that can be identified between Business Capabilities. Also the provision of Value to a customer is also the outcome of a Business capability. I can easily see a mapping between a grouping of Business Capabilities or groupings of dependencies between Business Capabilities and a a set of Wardley Maps.

Capability Increments can map to groupings within a Wardley map and dependencies between User needs can be associated with dependencies between Capability Increments.

These complementary techniques will reinforce each other and ensure the resulting EA Roadmap of Initiatives and subsequent Project roadmaps will be well designed and stay meaningful and relevant.

Obviously it is important to remember that the evolutions of user needs identified in a Wardley map are dynamic and the resulting EA roadmaps also need to be constantly kept under review, as business and IT trends evolve.

The best strategy is one that can help identify where to attack when things change.

Digital strategy is not simply about marketing. It is about a better engagement with potential and existing customers. It is about the perception of the brand created with customers though close interaction via social media and close communication leading to a value proposition that can better serve their actual and future needs.

As with any business strategy, the enterprise architecture discipline is there to support the business transformation to success with a design strategy. It is useful here to remind everyone that enterprise architecture is not just another name for an enterprise wide view of the IT Architecture and the underlying infrastructure architecture

The term ‘Enterprise’ in Enterprise Architecture refers to the greater scope of the organisation which includes the Customers, contacts, stakeholders in the wider market environment which is addressed by the Digital Strategy.

Enterprise Architecture will help organisations to drive innovations and new business capabilities across their entire value chain and to better understand the digital environment in which they will be operating.

Joe Tucci, Chairman and CEO, EMC Corp.– “To stay relevant in this new, always-connected digital universe, businesses in virtually every industry are reinventing their business models for unprecedented customer access, interaction, speed, and scale.”

Using Enterprise Architecture to provide a blueprint for digital strategy

Enterprise architecture consists of the following primary architecture domains.

  • Strategy
  • Performance Architecture
  • Business Architecture
  • Information/Data Architecture
  • Service/Application Architecture
  • Infrastructure/Technical Architecture
  • Business Transformation/ EA Roadmap

In addition to these usual enterprise architecture domains, I propose that further Architecture Domains are required for supporting a Digital Strategy.

Additional Architecture Domains  
Customer Architecture

 

Modelling the Customers’ own Environment, their processes, usage scenarios, customer journeys. Includes the communication channels used for communications directly to the customers and other external stakeholders.
Market Architecture Modelling the outside-in view of what is happening outside the organisation boundaries in the Environment in which the enterprise does business, Social media, Competitors, Competitors Value propositions.
Brand Architecture

 

The branding, value proposition, projected identity that provides value to the customers for the lifecycle of the business. Includes generic communication to the customer and market, advertising the brand and value propositions.

Figure 1 Enterprise Architecture for Digital Strategy

EA for Digital Strategy

Strategy

Obtain clarity on the goals, objectives and principles guiding your digital strategy Business strategy /Digital strategy

  • Mission
  • Vision
  • Business motivation model
  • Business Model
  • Goals and objectives

Market Architecture

Identify the environmental, industry and internal factors that are influencing the digital strategy.

  • Communities
  • Market environment
  • Modelling what the competition is doing
  • Assumptions
  • Networks
  • Competitors and their activities
  • Who else is in your space?
  • How do you differentiate?
  • Market trends
  • Topics
  • Hashtags
  • Media
  • Threats and opportunities
  • Gaps
  • Blue ocean
  • Search topics

Customer Architecture

As usual this means developing Business Scenarios and Customers Journeys, but also modelling the customers (potential and actual) own business processes.

These models will help to understand the customer touch points with the organisation and their desired brand and product experiences.

The Customer Architecture will also include a Connection Model to understand the relationships with customers, communities, to better understand the customers own information and process flows.

A current state Connection Model will capture the Communities, External online nodes, web sites, collaboration social networks (Facebook, Twitter), mobile platforms (IOS, Android) and cloud platforms (Evernote, Google Drive, DropBox, OneDrive) where content exists and customers will go to visit. This Connections model will also include Search sites (Google),

multimedia sites (Flickr), advertising (Ad-Words), entertainment and gaming sites eCommerce sites (Amazon, eBay ), Mobile applications (from Apple Store,  Google Play), Smart TV applications etc.

This is similar to a Context Diagram showing interaction between the Organisation and its Stakeholders, but in this case the organisation is not in the centre of the diagram and may not be shown at all in a current state (as-is) Connection Model. The organisation will however be shown in a target state Connection Model.

In a target state Connection model, it will be important to model how the organisations internal models will be coordinated and aligned to the Customers connection Model.

  • Outside-in perspectives
  • Obtain clarity on who the customer, consumer, partners are, their roles and their values.
  • VPECT.
  • Business Scenarios
  • Customers journeys
  • Wardley Models
  • Customers own processes
  • Understand the customer touch points and the desired brand and product experiences
  • Connect relationships with customers to better understand them over time
  • Customers own information and process flow
  • External online nodes, web sites, networks, platforms where content exists and customers visit
  • Communications
  • Obtain clarity on how the organisation means to listen and respond to consumers.
  • Multi-channel / Omni channel communications
  • Communications flows both ways via whatever channel the customer is comfortable with
  • Customers’ ideas
  • Many channels and many messages
  • Understanding and analysis of those messages
  • Gaining customers’ attention
  • Earning their trust
  • Customers motivation
  • How customers share content

Brand Architecture

A brand’s look and feel and tone of voice is as important as its identity, experiences and value proposition.

  • Creating brand experiences
  • Brands
  • Brand story
  • Brand Strategy – Developing a creative brand strategy that is fit for purpose, up to date and distinctive is key to establishing all marketing communications.
  • Who engages with your brand?
  • Selling the Experience
  • Understand the customer touch points and the intended brand and product experiences
  • Insights about Customers – observations that trigger innovations
  • Blue ocean strategies

The internal mode of the organisations Brand will need to be part of the Value Proposition model and show where the Brand messages will be projected.

  • Modelling what the customers will love to buy
  • Modelling how customers interact via social media
  • Causal loop model (system dynamics)
  • Modelling what customers are interested in.
  • Mapping to the value proposition
  • Minimum viable concept
  • Behaviour change model
  • Value and truth about the value propositions offered
  • Value propositions
  • Products
  • Business Services

Business Architecture

Business model canvas

Create the structure required to understand the business model required to realise your digital strategy

Create transparency and traceability across the market model, products and business services model, and the target operating model

Business capability model

  • Create a view of the organisational capabilities across people, process, information and technology required to deliver the brand and product experiences.
  • Capability assessment against goals and objectives
  • Business Capability based Requirements
  • Improve the way you manage your digital requirements
  • Business Capabilities can be informed by the user needs identified by using Wardley models

Manage information from data architecture and information security through to delivering key messages to the market environment

  • Content management
  • Understand the content management approach and how it is enabled.
  • Value of each bit of content.
  • Relationship of content to value proposition
  • System dynamics model (stocks and flows / cause and effect)
  • System thinking

Governance

Provide clarity over decision making across the digital architecture

Business Transformation / EA roadmap

Create an understanding of the extent at which your current capabilities are able to support your digital strategy

Create clarity of the EA roadmap required to support the digital strategy

Obtain consensus, commitment and support for your digital strategy and roadmap which we believe are critical to the success of your strategy

Performance architecture

Obtain clarity on your measures of success and identify plans to measure and monitor them

  • Investment case
  • Procurement
  • Programme/Project Portfolio management
  • Delivery plan

As usual if you don’t measure, then you can’t manage. However, it is surprising just how many enterprises fail to measure anything at all, including what they have done and what they plan to do.

  • Define Metrics and create measures
  • Critical Success factors
  • Capability Maturity models

We are used to the idea of a Programme/Project Management Office (PMO) but often organisations fail to understand (or perhaps deliberately misunderstand) what the Enterprise Architecture function does. I propose that the Enterprise Architecture function is, in effect, an Office of the CEO, or an Office of the CEO and Strategic Change Management.

The book ‘Enterprise Architect as Strategy’ (http://www.architectureasstrategy.com/book/eas/ ) gives us the right way of thinking and talking about what enterprise architecture is for – creating a foundation for the execution of the Business Strategy.

This book is an essential read for senior executives, business leaders and enterprise architects.

Many people within an organisation will understand the big picture view of the business strategy, such as the CEO of course, but perhaps only at a shallow level of detail.

Would the C-level executives understand all the potential nuances and wrinkles that come with that business strategy? Perhaps not unless they were a ‘details’ person.

What does the CEO do? They will spend time in evaluating ideas, formulating the mission and vision of their orgnaisation, innovating the business model to ensure the company remains competive in their market, looks for future opportunities for expansion and carving out a niche market.

It is the Enterprise Architect who has the job of maintaining the big picture on the behalf of the CEO, in sufficient detail to ensure that it becomes a knowledge base to support the executive’s decision making and help them to realise the business strategy and govern the implementation of that strategy.

In this way the Enterprise Architecture function is effectively the Office of the CEO,  providing strategic support to the CEO and the other C-level executives. It’s also worth stating here that effective companies focus on enterprise architecture and don’t jump straight into IT architecture. Enterprise Architecture is not the same discipline as IT Architecture.

We can look at the the Enterprise Architecture function in terms of Deming’s Plan-Act-Do-Check process improvement process:

PLAN

The CEO and other C-level executives will stablish the mission, vision, goals, objectives, principles and metrics to identify the main outcomes of the business strategy.

The Enterprise Architect will help executives, business leaders and strategic planners to develop the business model, operating model, and other enterprise architecture models supporting business model innovation

DO

The CEO and other C-level executives will evolve and innovate the Business Model.

The Enterprise Architect will take the business strategy and business model and support the development of the target operating model,  communicate the business strategy, model the target and interim enterprise architecture models, plan an EA roadmap of strategic initiatives, identify and define the required capabilities, define the mandates for the investment programmes and key projects, define standards and process improvements. They will usually define the IT strategy to ensure that it fits with the business strategy rather than being developed in isolation (as unfortunately often happens).

CHECK

The Enterprise Architect will perform EA governance, compliance and design assurance against those programes & projects implementing the strategic changes and new capabilities. They will perform gap analysis and impact analysis, measuring the performance and compare the results against the expected outcomes.

ACT

All the while the Enterprise Architect will report to the CEO and act as their trusted advisor. They will analyze the gaps, risks, costs, issues, assumptions and dynamics to determine their cause and determine where to apply further strategic changes in the next iteration of the cycle and improve the overall maturity level of the enterprise.

The mission of Enterprise Architecture is to improve the implementation and excecution of the business strategy, ensuring that the enterprise will survive, continue to develop and remain profitable in the future.

An interesting example to look at is the US Department of Health and Human Services which has established an Office of Enterprise Architecture as part of the Office of the CIO.  http://www.hhs.gov/ocio/ea/index.html

Activities of the Office of Enterprise Architecture

As the the book ‘Enterprise Architect as Strategy’ says – ‘When it comes to executing your Business Strategy your Enterprise Architecture may matter more than your strategy itself… ’

I recommend you read Chris Curran’s excellent blog entry on 16 Enterprise Architecture Strategies Learned The Hard Way

http://tinyurl.com/32hfj8s

I’ve included his list below with my views and comments following that.

1. An exhaustive enterprise level blueprint is virtually impossible to build – it’s too big and no one will buy-in

2. The best strategy blends a direction-setting enterprise blueprint and business unit and domain blueprints

3. Centralized accountability for the EA function is a predictor of success

4. A centralized team of architects is critical in driving EA standards and approaches

5. Architects must be assigned to projects as core team members (60%+ of total EA FTEs) rather than “advisors”

6. EA should be measured in 2 ways: business capabilities delivered and costs of core services

7. Measure EA as an asset – what does it cost to provide the service and what return does the business get from the business capabilities delivered?

8. Architecture leadership requires strong management, business operations and technology skills, most likely in 3 different types of people; don’t expect your chief architect to run the EA function

9. Methods and governance must be integrated into existing work processes (eg, project approvals, SDLC) rather than a new overlay

10. Enterprise Architecture is not always the best name for communicating; maybe Strategy & Planning or Enterprise Transformation is better

11. The best large companies have “business architecture” teams reporting to the business (or dual reporting to business and IT)

12. Leading companies have reference architectures in place for 90% of the technical domains

13. Your senior enterprise architects must have the right cultural skills and awareness to integrate well with upstream business partners and downstream technical users

14. High performance groups maintain consistent, formalized EA involvement in the SDLC to translate blueprints into sufficiently detailed starting architectures for each project as well as accurate cost and resource estimates

15. Mature organizations target 40% EA resource time for strategic planning and 60% on SDLC tasks, and typically err on spending more time on SDLC tasks

16. Strong credibility and trust amongst Business and IT partners is a predictor of EA success. Credibility has typically been gained via joint strategic planning efforts, one project at a time.

My Views

These are my comments on Chris’s list.

1. The enterprise architecture blueprint (i.e. the enterprise architecture content) needs to be developed in iterations, and treated as a living document/model that will never be complete. Aim for each iteration to provide value in it’s own right, to both the business and the rest of the organisation.

2. I agree that there needs to be different aspects to the business and IS strategies that address different segments of the enterprise. They shouldn’t conflict with each other though. Enterprise Architecture is all about aligning the IS strategy to the Business strategy and target business [operating] model.

3. The EA function needs an executive sponsor such as the COO that is accountable for the success of EA. I’m increasingly of the opinion that the EA function should not report to a CIO that is only focused on IT. This sends out the wrong message to the organisation as a whole. The COO should be focused on the success of the business and how it operates as a whole and not just the success of IT. In some cases success for the business may mean less IT as business capabilities in the cloud are used instead of local IT capabilities.

I’ve seen some suggestions that a new C-level post is needed to manage Strategic Change and Enterprise Architecture , that of a Chief Strategic Officer (CSO). This new role makes sense if the COO is only responsible for service delivery operations & support activities.

4. I agree – A centralized team of enterprise architects is critical in driving EA standards and approaches. There is also room for federated EA teams in large global organisations where centralised control is not feasible or even possible with local regional and country based regulatory environments.

5. Its the Solution Architects that should be assigned to projects as core team members. Enterprise Architects will be involved from a governance, compliance and design assurance perspective in quality gates/steering group meetings, and as an advisor. There are usually not that many enterprise architects and too many projects for them to be core members of every project.

Being a ‘Core’ member of a project team implies that they are managed by the project manager, whereas the relationship should be the other way around – the project manager needs to heed the advise and direction coming from the enterprise architects who have a governance sign off at the end of each project phase in project steering group meetings.

6. I agree that EA should be measured in terms of business capabilities delivered, but also in terms of value delivered. Cost of services is just one of many ways of measuring value. The value of EA is indirect though and value is only realised by solutions that deliver the business capabilities in the future many months away. To measure EA properly though means that there need to be a good record of decisions that are made by EA and the eventual outcome of these decisions in the future. This doesn’t happen much in my experience at the moment.

7. EA is a core business function in the same way that Finance Management or Sales & Marketing are core business functions. We should treat the Enterprise Architecture content as a knowledge management asset. The value is the return on knowledge (ROK) that is used in supporting decision making.

8. The EA function does need strong leadership. Doesn’t always get it though. In all the EA teams I have encountered, the Chief Enterprise Architect does also run the EA function. Within a larger EA team, there are often specific managers for the Business Architecture, Information Architecture, Application Architecture, Infrastructure Architecture aspects.

9. I partially agree. Aspects of EA Governance, Compliance and Design Assurance processes should be integrated into existing Strategic Planning, Portfolio Management, Programme and Project Management, Software Development and Service Delivery processes, but the Enterprise Architecture Development process (i.e. TOGAF ADM) will be a new overlay.

10. The name ‘Enterprise Architecture’ is all too easily confused with ‘Solution Architecture’, ‘IT Architecture’ which is a source of confusion so there are often suggestions for new names for ‘real’ Enterprise Architecture. I’ve not yet found a new name I like though it is becoming common to include Enterprise Architecture within a Strategic Change Management team.

11. Business Architecture is just one of the domains of Enterprise Architecture. All of Enterprise Architecture should be reporting to the business (i.e. the COO) rather than to IT (i.e. the CIO).

12. A Reference Architecture is a key component of the target Enterprise Architecture as a whole. In some cases these are provided by industry reference architectures.

13. I agree in general although I’d say that Enterprise Architects probably need to be much more business focused than IT focused. IT is often seen as part of the ‘problem’ and EA needs to be in alignment with the business.

14. This is more the responsibility of the Solution Architects who need to liaise with the Enterprise Architects to translate the Enterprise Building blocks into Solution Building Blocks. The Solution Architects should ideally form part of a ‘virtual’ EA team.

15. The 40% EA resource time on strategic planning and 60% on SDLC tasks mainly reflects the current overemphasis on IT Architecture being done by Enterprise Architects. I think the ideal percentages should be the other way around i.e. 60% strategic planning and 40% project related work.

16. I agree that the credibility of the Enterprise Architects and their trust relationships is critical. Building that credibility and trust starts with working closely with the business on strategic change programmes

I thought that the Forrester blog on the Archetypes of EA is an interesting read. You can see this at:

http://blogs.forrester.com/ea/2009/12/the-archetypes-of-ea.html

In particular the chart of Strategy/ Project versus Business / Technology is a useful one for understanding the difference between Enterprise Architects and Solution Architects.

Archetypes of EA

The quadrants on the right hand side of the chart relate to the more strategic focus of an Enterprise Architect and those on the left hand side focus on the project/delivery focus of Solution Architects.

The top right quadrant is where the enterprise architect is performing the Business Architecture part of the EA role. This would involve governance work as well.

The bottom right is where the enterprise architect is supporting the IT Strategy, defining the current state and the future target state of the enterprise architecture and EA roadmaps between them.

The top left quadrant is the focus of each of the  Solution Architects and the bottom left quadrant is the focus of the Infrastructure Architect.

It is interesting to also compare the quadrants above with the activities identified in this chart below (also from the Forrester Blog).

Forresters state of EA survey 2009

21% of the time would be spent in the top left quadrant on application delivery projects.

15% of the time on the bottom left quadrant spent on infrastructure.

16% of the time on the bottom right quadrant on developing strategic plans.

By my estimate an Enterprise Architect therefore spends almost half their time (40% – 49%) in the top right quadrant working on Business Strategy alignment.

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