Modern Enterprise Architecture by 2023

Author:2023
Language: eng
Format: epub

Innovation is not solely about technology, which is merely just an enabler of innovation. It’s about people working together, creating new ideas. These people must come from all entities in an enterprise and preferable also customers. In the first two pillars, we have established a foundation to enable innovation. New ideas that seem viable enough enter the stage of research and development so that these ideas can be further developed into minimal viable products (MVPs) and tested.

For all of this, we need the right people with the right skills: that’s why there’s a fifth pillar for human resources. Together they form the new enterprise. But if we would try to transform the entire earth-born enterprise with this mindset, we are bound to fail. The golden rule “leverage the power of small” applies for everything. We must start small, with one or two teams. If we do that, we are already creating a blueprint for the micro-enterprise structure that we can later expand, as we will see further in this section.

Now we need to plan this on a timescale by defining a comprehensible roadmap, following our main stages: initiate, adopt, and expand. These stages can easily be translated into short, mid, and long term. It’s shown in Figure 3-7.

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Chapter 3 the real World of digital transformation Long Term - Expand

Form Ecosystem Micro-

Mid Term - Adopt

Communities

Expand Micro-Enterprises

Rebundle and Scale

Short Term - Initiate

Innovate to New Solutions

Create Hybrid Enterprise

Define TOM

Start Transformation

Fix Foundation

Unbundle

Controlled Transformation with Obeya

Figure 3-7. Simplified transformation roadmap

On the short term, we will establish the start of the journey by fixing the basics: the digital workplace, the infrastructure, and with that the backbone of the new digital enterprise. The enterprise will also start with unbundling the organization, but on a small scale with one or two units or teams.

Now we can start scaling and create a hybrid enterprise, the midterm plan.

Unbundling and rebundling an enterprise are not activities that we do overnight. Here once more the golden rule of “leveraging the power of small” applies.

This is a good moment to take another look at these micro-enterprises and the role they can play in achieving this roadmap. Our goal is to have enterprises transform into smaller, more agile operating units that are close to the customer, where they can capture the Voice of the Customer. In general, this means that we have to unbundle the traditional enterprise. This is not something that hasn’t been done before, on the contrary. Boundaryless offers open source adoption guide and toolkits to perform this unbundling and rebundling into micro-enterprises.

As said, a lot of big enterprises have already done this. Amazon and Spotify are examples. Indeed, these are cloud-born enterprises. Yet, the traditional earth-born enterprises can learn a great deal from these companies. They are organized in small self-managed teams that focus on specific services or products. At the same time, they are part of a larger organization that takes care of overarching business processes such as HR and, indeed, generic IT of which the workplace is likely the best example.

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