Strategy

The Capability Inventory

by

This model is part of my toolbox for working with capability architectures. The Capability Inventory I know that there is certain ways of naming a capability and also that there are other principles that people and I promote that you should adhere to when designing your capability map. Here I’ve taken some liberties in regards to those […]

The Inventory Model

by

This model is part of my toolbox for working with business architectures. The Inventory Model   The important thing to remember is to be agile minded in use of tools like this. So, when I say extendable I mean that this is definitely not all things that could or should be in the inventory. Reconfigure it in […]

The Inventory Model

by

This model is part of my toolbox for working with business architectures. The Inventory Model   The important thing to remember is to be agile minded in use of tools like this. So, when I say extendable I mean that this is definitely not all things that could or should be in the inventory. Reconfigure it in […]

Designing from the end

by

As we enter a new age for technology, the opportunities for companies to connect with customers are becoming endless. The connected customer is also starting to demand more due to a much greater awareness of technology, and this is shaping the future direction of propositions. The rate of change is not going to slow down Read More

The Strategy Model

by

This model is part of my toolbox for working with strategic architectures. The Strategy Model   Note: I’m currently in a process of changing my presentation design (the image shows what the new design looks like) for all my work. When I’ve stabilized the design and applied it across all canvases and related material I’ll link […]

The Strategy Model

by

This model is part of my toolbox for working with strategic architectures. The Strategy Model   Note: I’m currently in a process of changing my presentation design (the image shows what the new design looks like) for all my work. When I’ve stabilized the design and applied it across all canvases and related material I’ll link […]

Microservices and the role of the digital business architect

by

Over the last 2-3 years organisations have gone through significant change. Existing capabilities have been transformed, and vast amount of new capabilities have been invested in to ensure organisations remain sticky in the customer’s digital life. Everything from collaboration, to new ways of working has enabled organisations to build deeper meaningful connections with their customers.  Read More

Enabling the Boundaryless Organization the Goal of The Open Group Madrid Summit 2015

by

The Open Group, the global vendor-neutral IT consortium, is hosting its latest event in Madrid April 20 – 23 2015. The event is set to build on the success of previous events and focus on the challenge of building a … Continue reading →

What’s A Strategy?

by

Link to article
Recently, I was asked this simple question: What is a strategy?
According to this article a business strategy is: the result of choices executives make, on where to play and how to win, to maximize long-term value. 

Which seems reasonable enough definition, for the CEO, but doesn’t really help those who need to think strategically about other initiatives,  like, for example,  business change programmes. 

Here’s some thoughts on what a strategy is, and what it isn’t:


A strategy:
– Tells a story

– Is future focused

– Can apply to short, medium on long term futures

– Provides focus on what is important (and what isn’t)
– Is actionable

– Is a framework for decision-making

– Is holistic – considers changing environment & external events

– Examines alternatives

– Assesses risks

– Takes step back from Business As Usual – it is an abstraction from the current operation
– Can be emergent and living: will undergo revisions and course-corrections.
– Is a reference point for dealing with emergent change
– Is ‘WHY’, ‘WHAT’, ‘WHEN’ and ‘HOW’ focused. The ‘HOW’ in a strategy is a ‘Meta-HOW’:  often speaking to unknowns and unplanned (unknowable) events. The ‘WHEN’ is often more sequence focused than time-definite


– Is a choice

What a strategy isn’t:

– A detailed plan of activities

– A grand design

– A set of desired aims/objectives ( although these might be the basis)
– A mission statement

– A budget plan

– A collection of pre-determined projects

– A list of possibilities (technology-based or otherwise)

– Only applicable to ‘big’ or ‘long-term’ change (things often labelled as ‘strategic’).

Addendum:
I recommend reading Roger Martin’s wise words on the subject of Stategy.  A few quotes from his post:

“The problem with a lot of strategies is that they are full of non-choices. Probably most of us have read more than a few so-called strategies that say something like, “Our strategy is to be customer centric.” But is that really a choice?”

“I would argue that 90 percent of the strategic plans I’ve seen in my life are really more accurately described as budgets with prose”.

“If you’re into destroying innovation, two words—”prove” and “it”—will do the trick”.

What’s A Strategy?

by

Link to article
Recently, I was asked this simple question: What is a strategy?
According to this article a business strategy is: the result of choices executives make, on where to play and how to win, to maximize long-term value. 

Which seems reasonable enough definition, for the CEO, but doesn’t really help those who need to think strategically about other initiatives,  like, for example,  business change programmes. 

Here’s some thoughts on what a strategy is, and what it isn’t:


A strategy:
– Tells a story

– Is future focused

– Can apply to short, medium on long term futures

– Provides focus on what is important (and what isn’t)
– Is actionable

– Is a framework for decision-making

– Is holistic – considers changing environment & external events

– Examines alternatives

– Assesses risks

– Takes step back from Business As Usual – it is an abstraction from the current operation
– Can be emergent and living: will undergo revisions and course-corrections.
– Is a reference point for dealing with emergent change
– Is ‘WHY’, ‘WHAT’, ‘WHEN’ and ‘HOW’ focused. The ‘HOW’ in a strategy is a ‘Meta-HOW’:  often speaking to unknowns and unplanned (unknowable) events. The ‘WHEN’ is often more sequence focused than time-definite


– Is a choice

What a strategy isn’t:

– A detailed plan of activities

– A grand design

– A set of desired aims/objectives ( although these might be the basis)
– A mission statement

– A budget plan

– A collection of pre-determined projects

– A list of possibilities (technology-based or otherwise)

– Only applicable to ‘big’ or ‘long-term’ change (things often labelled as ‘strategic’).

Addendum:
I recommend reading Roger Martin’s wise words on the subject of Stategy.  A few quotes from his post:

“The problem with a lot of strategies is that they are full of non-choices. Probably most of us have read more than a few so-called strategies that say something like, “Our strategy is to be customer centric.” But is that really a choice?”

“I would argue that 90 percent of the strategic plans I’ve seen in my life are really more accurately described as budgets with prose”.

“If you’re into destroying innovation, two words—”prove” and “it”—will do the trick”.

Designing and Managing a Multichannel Architecture

by

2014 was the year when digital became a significant priority for organisations, for the first time customers were becoming more advanced in the use of technologies and with this came a greater level of expectation. Customers (Including me) expected things in digital to be quicker, and just work. However most were left disappointed (including me) when Read More