THE NEXT STEP FOR CAPABILITY ARCHITECTS

Move from strategy to impact in the most lean and agile way

Why is it relevant now?

Organizations are unable to keep up with the hyper interconnectivity of today’s world. The legacy organisation is rigid and still relies on organizational designs that were created over a100 years ago for the challenges and opportunities of the industrial age. To survive in today’s fast changing world, organizations should be more like evolving organisms that can model and remodel itself to cope with the demands from an external environment.

The business architects (Leadership, Strategy, HR, IT, business, capability and business process architects) role is to align strategic goals and objectives with decisions regarding organizational structures, capabilities, business processes . Business architects ensure connectivity and alignment in the execution of the strategy and have to orchestrate the organisation through a lean, agile, fast and impact orientated business architecture.

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Hollistic Overview

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Effective Collaboration

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Innovation Revolution

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Organizational Agility

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Accelerated Execution

SCIENTRIX IS THE LEADING PLATFORM FOR CAPABILITY ARCHITECTURE

HOW CAN WE SUPPORT YOU?

We help organizations to build the capability to orchestrate the connected, creative and agile landscape

THE PROCESS

  • Evaluate the current environment
  • Frame the problem
  • Identify the dimensions
  • Make the connections
  • Create the portfolios
  • Manage the portfolios
  • Monitor the impact

WHAT WE OFFER

TRAINING

We provide online learning and class room training in order to transfer knowledge to your organization

CHANGE ENABLEMENT

We provide specialist advise in order to ensure successful adoption of the change

PROCESS DESIGN

We provide best practices, methods and step by step journeys

TECHNOLOGY PLATFORM

We offer a technology platform that enables the management of an ecosystem

THE BIGGEST FOCUS AREAS IN YOUR WORLD

1. STRUCTURING FOR A BALANCE BETWEEN STABILITY AND AGILITY

Your issue:
How to establish an organization that will give you the much needed speed and flexibility on the one hand, and stability and scale on the other hand. The down side of having frequent structural changes to respond to changes in the environment is that a sense of chaos will start to prevail and an already change resistant organization will be reluctant to execute upon these changes.

Our solution:
Leverage technology to create modular structures that can be connected in both stable (line) or flexible (portfolio) structures. This will provide a blend between stability and agility without creating tensions and reduce the sense of organizational chaos. A central information platform can serve as a gravity force that keeps the structures aligned and that ensures that there are no duplications. Modular structures can enable the re-modeling with speed without major disruptions since parts of the structures can be moved or replaced without impacting the whole.

2. ENABLING ORGANIZATIONAL RESOURCE FLUIDITY

Your issue:
Legacy organizations are often structured around people. When the structure changes, it immediately implies that people will be changed. Restructuring has become a dreaded word by leadership due to the negativity and potential conflict associated with it

People are employed in a given role with a proper job description and performance contracts on a specific salary scale. People are held accountable for what is in these job descriptions and performance contracts. This leads to resource prisons, the organization becomes rigid, as employees are reluctant to do things which are not explicitly included in their performance contracts or job descriptions. However, without job descriptions and performance contract, most people will lack clarity on what their contributions to the organization are.

Our solution:
Do not structure around people. Instead structure for success. Leverage technology to enable people to occupy and contribute to different parts of the ecosystem in a flexible way. This requires becoming a competency based organization (fungible workforce) where employees are not trapped in structures but can be assigned flexibly to where they can contribute the most. Using technology will enable the employee to keep track of how they shape their own role over time. Technology can further enable the right match between projects and competencies.

3. DRIVING ONGOING BUSINESS PROCESS OPTIMIZATION

Your issue:
In the new world of innovation and agility, the importance of business processes is often overlooked. The problem is that it is great to innovate and to take things to market fast, but if you do not establish solid processes behind these new offerings, you will not be able to scale them. Your issue is that you do not have a systemic overview of the business processes and it takes too long and too much effort to redesign and optimize your business process portfolio. This is not about creating process repositories. It is about optimizing processes over time to deliver on business outcomes.

Our solution:
Use a matrix thought architecture and technology to co-design scalable process blueprints to deliver on business outcomes. Measure and obtain real life feedback through collaboration, KPI’s and risk scores to adjust your process designs fast.

4. DEVELOPING CAPABILITIES TO INNOVATE AND ADJUST FASTER

Your issue:
In order to be a company that can innovate, bring things to market with speed and scale for success, you need to build certain capabilities. Organizations created in the industrial era were hiring mostly leaders who were analytically strong. The creative capability of making connections, seeking patterns, driving new thoughts and ideas are limited in many organizations.

The tendency to over engineer and perfectionize things are embedded in organizations of the last century. Traditional organizations are uncomfortable to release minimum viable products to the market because of the risk involved. Therefore, the capability we need to build is to bring new quality products and services to market fast.

Our solution:
Nurture the creative potential in the organization by creating cognitive tensions. This could be done through setting challenging targets, reducing budgets, juxtaposing dimensions, exploring new connections and empowering people with design capability. Bring solution design and execution feedback closer together in order to expedite learning.

5. DRIVING STRATEGIC ALIGNMENT IN AN AGILE ENVIRONMENT

Your issue:
Aligning the organization is important for speed. Experience has taught you that this is no easy task. Although it is good that some parts of the organization are pulling in a new direction, it is still to important that the orgnaizations have a sense of unity and is moving as one. Aligning the strategy level by level in an organization through cascading is still a valuable route and can be accelerated through technology. However, the problem lies that half way during the cascading effort, the strategy already changed.

Our solution:
Empower the leadership of the organization with flexible frameworks, access to technology and a central information centre to make the connections themselves between the strategy and what they are doing on a daily basis. By not using presentation slides these connections can become more transparent and insights can be shared faster across the organization.

6. BREAKING DOWN PERSISTENT SILOS

Your issue:
Large scale collaboration does not necessarily lead to innovation. Intense collaboration across functions in smaller teams will certainly get you there. The problem is people are inclined to stay within their comfortable environment and natural teams. Furthermore, performance contracts are established between the line manager and the employee. This means that the employee’s priority always will be to ensure that his line manager is happy first. The employee has little capacity and incentive to support cross-functional initiatives. This makes organisational silos so persistent.

Our solution:
Bring cross-functional teams on the same page by using a matrix to clarify expectations in both their line- and project responsibilities. Use simple terminology to create a common understanding of the roles, expectations and contributions across different functions within a program.

7. CREATING A HOLISTIC OVERVIEW OF THE BUSINESS ARCHITECTURE

Your issue:
Business architecture is not about creating models, but about connecting and conceptually integrating models. The business architecture is dynamic and needs to change faster these days to adjust to environmental needs. Your issue is how to connect and integrate concepts in line with an overarching strategy in an agile way. But this is not where the challenge stop. In order to obtain buy-in and acceptance the business architecture cannot be developed in isolation, but needs to be the result of an inclusive, co-creation process with the relevant parts of the business.

Our solution:
Engage the relevant business leaders to co-create the business architecture using a digital matrix and enable the business to seamlessly transition to execution.

8. HAVING AN OVERVIEW OF THE TECHNOLOGY ENTERPRISE ARCHITECTURE

Your issue:
Although many models have appeared over the last years to empower the enterprise architect, these models are struggling to make sense of complexity and are too difficult to understand for non-enterprise architects. Hence the communication problem with business and even within IT.

Our solution:
Clearly identify and understand the relevant architectural dimensions and elements and use a matrix framework to make the connections between these elements using a matrix within a matrix. This is a far more powerful logic to make sense of complexity, to modularize a complex landscape and to come up with new and simpler designs. Leveraging technology willl enable consistency and sharing between the application-, infrastructure-, data- architects.

9. CLOSING THE GAP BETWEEN BUSINESS AND IT

Your issue:
Bringing these two worlds together around one table feels sometimes almost impossible. The reasons are that the business is not always clear on what they want, they do not understand the complexities involved and the systemic impact that changes often have. Business believes that IT is too slow in execution and does not bring innovation. In IT, a language has been developed that is not understood by business. This makes the gap between business and IT even larger. Your issue is to bridge this gap and to bring everybody on the same page in terms of creating business value.

Our solution:
Create a collaborative environment using a digital matrix to align business and IT strategies. Having these intense high level discussions will ensure that focus and priorities are clarified and that the value IT brings to the business is well understood. We believe the collaborative process should not stop at the executive level, but should also endeavour to align the functional strategies with the IT strategy. Bringing everybody into the same platform, using the same language, methods and tools will contribute to close the gap between business and IT.

10. DRIVING COST DOWN THROUGH INTEGRATION

Your issue:
Integrating a complex technology landscape is a long term strategy and a never ending struggle. Designing the future landscape requires a good understanding of what the dimensions and parts are and how they fit together. Modularity must be a design principle for the future to ensure flexibility and adaptability to changing environments. Your issue is to obtain an overview of this landscape, to break it down, to establish interrelationships between the parts, to identify the right integration initiatives and then to manage and track them through to completion.

Our solution:
Master conceptual integration first and then integration on a technology level can and will follow. Use a matrix logic to conceptualise the integration and to identify and prioritise the integration opportunities. Receive real time feedback on the conceptual design by tracking and monitoring integration initiatives.

11. DEALING WITH LEGACY ARCHITECTURE

Your issue:
Throw away your legacy architecture – how we would love to do that. Your issue is that the cost is enormous, that there is a risk of instability and you have no idea what the overall impact would be and if it is worthwhile. The reason for this is that this complex network of interrelationships between different parts of the technical landscape is not transparent and if you touch one part, the other parts might just collapse. Some solutions are emerging, like separating the client consumption layer from the rest of the technical architecture, and creating an interface with the legacy platform through APIs. There are ways to change. Your issue is how to manage a complex landscape from a current state to an improved future state in the most lean possible way.

Our solution:
Leverage a matrix-in-a-matrix logic to unpack the current architecture, then to design the future architecture and then map a desired transition between the two architectural landscapes. The Scientrix matrix is the only thought architecture available that can deal with this level of complexity in a systemic way. Using technology will provide real life feedback on how initiatives positively or negatively impact the transition between the two landscapes.