How Generative AI Is Changing Business – an Interview

Bernard Marr is an internationally best-selling business author, keynote speaker and strategic advisor to companies and governments. He advises and coaches many of the world’s best-known organizations such as Amazon, Google, Microsoft, IBM, Toyota, The…

Steering The Enterprise of Brexit

Two contrasting approaches to Brexit from architectural thought leaders.

Dan Onions offers an eleven-step decision plan based on his DASH method, showing the interrelated decisions to be taken on Brexit as a DASH output map.

A decision plan for Brexit (Dan Onions)
A stakeholder map for Brexit (Dan Onions)


Let me now contrast Dan’s approach with Simon Wardley’s. Simon had been making a general point about strategy and execution on Twitter.

In 25 years in business, I’ve never seen a problem caused by “poor execution”. It is always crap strategy looking for someone else to blame.

— swardley (@swardley) April 29, 2016

Knowing Simon’s views on Brexit, I asked whether he would apply the same principle to the UK Government’s project to exit the European Union.

ah @richardveryard #Brexit could be an opportunity, it depends upon steps taken. Alas, in complex environments it can’t be pre-determined.

— swardley (@swardley) November 8, 2016

which goes back to first rule of strategy @richardveryard. it’s iterative. You consider as much as you can and adapt as you play the game.

— swardley (@swardley) November 8, 2016

It’s best summed up for me @richardveryard in this diagram pic.twitter.com/k8j8yciXsa

— swardley (@swardley) November 8, 2016

@swardley Nice picture. So how do you address strategic governance, given that #Brexit was supposedly about sovereignty and control.

— Richard Veryard (@richardveryard) November 8, 2016

@richardveryard : structure / governance is under doctrine (e.g. small autonomous teams, use appropriate methods, remove bias & duplication)

— swardley (@swardley) November 8, 2016

@richardveryard : whereas choice / decision / direction is under leadership.

— swardley (@swardley) November 8, 2016

@swardley You are answering in abstractions. How do you answer the concrete questions of sovereignty and control in relation to #Brexit?

— Richard Veryard (@richardveryard) November 8, 2016

Simon’s diagram revolves around purpose. OODA is a single loop, and the purpose is typically unproblematic. This reflects the UK government’s perspective on Brexit, in which the purpose is assumed to be simply realising the Will of the People. The Prime Minister regards all interpretation, choice, decision and direction as falling under her control as leader. And according to the Prime Minister’s doctrine, attempts by other stakeholders (such as Parliament or the Judiciary) to exert any governance over the process is tantamount to frustrating the Will of the People.

Whereas Dan’s notion is explicitly pluralist – trying to negotiate something acceptable to a broad range of stakeholders with different concerns. He characterizes the challenge as complex and nebulous. Even this characterization would be regarded as subversive by orthodox Brexiteers. It is depressing to compare Dan’s careful planning with Government insouciance.

Elsewhere, Simon has acknowledged that “acting upon your strategic choices (the why of movement) can also ultimately change your goal (the why of purpose)”. Many years ago, I wrote something on what I called Third-Order Requirements Engineering, which suggested that changing the requirements goal led to a change in identity – if your beliefs and desires have changed, then in a sense you also have changed. This is a subtlety that is lost on most conventional stakeholder management approaches. It will be fascinating to see how the Brexit constituency (or for that matter the Trump constituency) evolves over time, especially as they discover the truth of George Bernard Shaw’s remark.

“There are two tragedies in life. One is to lose your heart’s desire. The other is to gain it.”


Dan Onions, An 11 step Decision Plan for Brexit (6 November 2016)

Richard Veryard, Third Order Requirements Engineering (SlideShare)

Based on R.A. Veryard and J.E. Dobson, ‘Third Order Requirements Engineering: Vision and Identity’, in Proceedings of REFSQ 95, Second International Workshop on Requirements Engineering, (Jyvaskyla, Finland: June 12-13, 1995)

Simon Wardley, On Being Lost (August 2016)

Related Posts: VPEC-T and Pluralism (June 2010)

Beyond Bimodal

Ten years ago (March 2006) I attended the SPARK workshop in Las Vegas, hosted by Microsoft. One of the issues we debated extensively was the apparent dichotomy between highly innovative, agile IT on the one hand, and robust industrial-strength IT on the other hand. This dichotomy is often referred to as bimodal IT.

In those days, much of the debate was focused on technologies that supposedly supported one or other mode. For example SOA and SOAP (associated with the industrial-strength end) versus Web 2.0 and REST (associated with the agile end).

But the interesting question was how to bring the two modes back together. Here’s one of the diagrams I drew at the workshop.

Business Stack

As the diagram shows, the dichotomy involves a number of different dimensions which sometimes (but not always) coincide.

  • Scale
  • Innovation versus Core Process
  • Different rates of change (shearing layers or pace layering)
  • Top-down ontology versus bottom up ontology (“folksonomy”)
  • Systems of engagement versus systems of record
  • Demand-side (customer-facing) versus supply side
  • Different levels of trust and security

Even in 2006, the idea that only industrial-strength IT can handle high volumes at high performance was already being seriously challenged. There were some guys from MySpace at the workshop, handling volumes which were pretty impressive at that time. As @Carnage4Life put it, My website is bigger than your enterprise.

Bimodal IT is now back in fashion, thanks to heavy promotion from Gartner. But as many people are pointing out, the flaws in bimodalism have been known for a long time.

One possible solution to the dichotomy of bimodalism is an intermediate mode, resulting in trimodal IT. Simon Wardley has characterized the three modes using the metaphor of Pioneers, Settlers, and Town Planners. A similar metaphor (Commandos, Infantry and Police) surfaced in the work of Robert X Cringely sometime in the 1990s. Simon reckons it was 1993.

Asked “Isn’t bimodal new?” … god no. It’s a bad rehash of ideas from a decade or more ago. Even “tri” modal dates back to 1993.

— swardley (@swardley) April 27, 2016

Trimodal doesn’t necessarily mean three-speed. Some people might interpret the town planners as representing ‘slow,’ traditional IT. But as Jason Bloomberg argues, Simon’s model should be interpreted in a different way, with town planners associated with commodity, utility services. In other words, the town planners create a robust and agile platform on which the pioneers and settlers can build even more quickly. This is consistent with my 2013 piece on hacking and platforms. Simon argues that all three (Pioneers, Settlers, and Town Planners) must be brilliant.

absolutely @mjbrender @richardveryard @TheEbizWizard : all three must be brilliant … https://t.co/DHMtkmrgzs

— swardley (@swardley) May 4, 2016

Characterizing a mode as “slow” or “fast” may be misleading, because (despite Rob England’s contrarian arguments) people usually assume that “fast” is good and “slow” is bad. However, it is worth recognizing that each mode has a different characteristic tempo, and differences in tempo raise some important structural and economic issues. See my post on Enterprise Tempo (Oct 2010).

Updated – corrected and expanded the description of Simon’s model.  Apologies for Simon for any misunderstanding on my part in the original version of this post.


Jason Bloomberg, Bimodal IT: Gartner’s Recipe For Disaster (Forbes, 26 Sept 2015)

Jason Bloomberg, Trimodal IT Doesn’t Fix Bimodal IT – Instead, Let’s Fix Slow (Cortex Newsletter, 19 Jan 2016)

Jason Bloomberg, Bimodal Backlash Brewing (Forbes, 26 June 2016)

Rob England, Slow IT (28 February 2013)

Bernard Golden, What Gartner’s Bimodal IT Model Means to Enterprise CIOs (CIO Magazine, 27 January 2015)

John Hagel, SOA Versus Web 2.0? (Edge Perspectives, 25 April 2006)

Dion Hinchcliffe, How IT leaders are grappling with tech change: Bi-modal and beyond (ZDNet, 14 January 2015)

Dion Hinchcliffe, IT leaders inundated with bimodal IT meme (ZDNet, 1 May 2016)

Dare Obasanjo, My website is bigger than your enterprise (March 2006)

Richard Veryard, Notes from the SPARK workshop (March 2006), Enterprise Tempo (October 2010), A Twin-Track Approach to Government IT (March 2011),

Richard Veryard, Why hacking and platforms are the future of NHS IT (The Register, 16 April 2013)

Richard Veryard and Philip Boxer, Metropolis and SOA Governance (Microsoft Architecture Journal, July 2005)

Simon Wardley, Bimodal IT – the new old hotness (13 November 2014)

Simon Wardley, On Pioneers, Settlers, Town Planners and Theft (13 March 2015)

Lawrence Wilkes and Richard Veryard, Extending SOA with Web 2.0 (CBDI Forum for IBM, 2007)

updated 27 June 2016

The Value Of Design Research

Calling enterprise designers and enterprise architects: Join us in Paris! Note that the deadline for abstracts is June 14, but full paper not due until October. And the conference is in April 2015. I am chairing track 24 and would love to see lots of submissions about enterprise design and enterprise architecture.  Please read the […]