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Architecture in this new world we live in- a DYA white paper by Sogeti -
Marlies van Steenbergen, [email protected],Ton Eusterbrock, [email protected],
Hans Nouwens, [email protected],Edzo A. Botjes, [email protected]
from the department of Enterprise Architecture, Sogeti Netherlands
I. ARCHITECTURE IN THIS NEW WORLD WE LIVE IN
Abstract—It has become clear that staying relevant is adifferent ballgame compared to fifteen years ago. The worldhas changed from a collection of complicated issues into acomplex and often unpredictable set of problems. Innovativetrends and hypes are popping up continuously, causing a flow ofdisruption and unpredictability. Knowledge and technology aredemocratised, free for the public and out there to stay.
In this article, we define the elements that influence our newnormal. We help to identify that what we do as architects isnot all about technology, yet also about ethics and new waysof organising organisations. We conclude with a model, whichprovides an overview of the elements, portraying iterative causalrelations with each other, together shaping a unique organisation.
This article is written for the decision-makers within theorganisation, new and old enterprise architects, and everyonewho participates in an organisation — basically anyone who islooking for a holistic view of what is going on.
This written piece is the beginning of a series that will resultin a new book in the series of DYA-books. DYA is the view ofSogeti on architecture. We believe that enterprise architecture isnot static but always moving. Organisations need to be dynamicto stay relevant. With the series of articles, we will discussthe following main topics: human-centric, flow-oriented, value-sensitive and discretionary.
II. THE CONTEXT IN WHICH ORGANISATIONS LIVE
I am sitting outside, staring at a frog in the small pondin my garden. It is hot. It is high summer. I am workingfrom home today, as most of my colleagues are enjoying theirsummer holidays. The few who, like me, are still working,communicate through WhatsApp, chat, email or Skype.
I am sitting in the shadow of a walnut tree. It is cooleroutside than inside. I am working on chapter 2 of our newbook on architecture. This chapter is to be about organisationsin today’s and tomorrow’s world. We start our book with thistopic because it is impossible to say anything sensible aboutarchitecture without the context of the organisations in whicharchitecture is deployed. Earlier today I watched a couple ofvideos from University of Michigan on ethics for data science.It was about the hunger for data and why traditional implicit orexplicit societal consensus on values such as trust and privacydo not provide simple answers to new ethical dilemmas thatarise from the opportunities provided by the availability of
Editors: Wilma Scholtens & Lisette Atsma.
data. I am dreaming about next year when I plan to move toSpain for two months and work from there.
I realise that the picture I am painting here represents asignificant change from, say, five years ago, while at thesame time, it can hardly be considered front-end innovationanymore. Even so, my picture alone warrants another approachto architecture. Let alone, if we consider everything that isgoing on in the world: unlimited technological possibilities,the rise of ecosystems, the democratisation of technology, theincreasing preference for simple stories above complex reality,the call for ethical acting.
III. UNLIMITED TECHNOLOGICAL POSSIBILITIES
We seem to live in a world of unlimited technologicalpossibilities. We can safely state that there is a tsunami oftechnological innovations ready to be applied by organisa-tions. The candy store is enormous, and it is filled with thetechnology of various degrees of maturity. We are living ina world that was imagined by science fiction writers yearsago. Technology enables us to grow quantities of food from avery small piece of soil. We have made HIV/AIDS a chronicdisease and eradicated polio from the world. We have videoconversations with people all over the globe at the same time.Furthermore, we achieved this as a species just within the pastfew years.
Naturally, organisations feel the need to embrace the newpossibilities that technology and its applications provide inorder to keep up with their competition and with expectations.The exponential growth of possibilities makes this a tremen-dous challenge to providers and consumers: can you keep upwith the latest developments in entertainment?
IV. LIMITED BY IMAGINATION
The speed of innovations realised with these new tech-nologies is increasing in a non-linear fashion. An essentialcause of this increase in speed is the free global networkof communication and transport we have created with theinternet and the global market. The laws of Metcalfe1 andMoore2 combined predict that the only limitation to what wecan achieve is the limit of our imagination.
1https://en.wikipedia.org/wiki/Metcalfe’s_law2https://en.wikipedia.org/wiki/Moore’s_law
2 Sogeti Netherlands BV, Copyright CC BY-SA 4.0 2019
Technology can provide deep insights into inside andoutside workings of organisations. It can even enable therunning of a fully autonomous (digital) organisation withoutany human intervention. The full spectrum of off-the-gridorganisations, of digitally and physically seamlessly blendedorganisations and of entirely non-human organisations areavailable to us. Insurance companies are supporting the entirelifecycle of a customer through chatbots, from becoming aclient, to making a claim, until the ending of the contract withthe company. The amount of human activities in the globalmarketplace are being minimised to the degree that parts ofthe organisation are more robot- than human-operated. But itis not about efficiency alone, as much as it is about deliveringnew services and experiences to the customer.
A. But... How?
What if, for decades, you, your organisation and even thesociety you are part of, relying on employees to keep theorganisation going. How do we decide which parts should bedigitalised into chatbots or autonomous organisations? Shouldwe let the people running the processes decide this, or shouldsomeone else decide this before the market forces the decisionon us? What are sensible steps to take?
B. A new perspective: from alignment to non-distinction
It is time for a different viewpoint on business and technol-ogy. Business and technology are one. For decades we havebeen arguing for business strategy to drive IT strategy. In termsof the well-known strategic alignment model by Hendersonand Venkatraman (Henderson and Venkatraman, 1993), thedirection of alignment was from left to right: from business toIT. Technology push was considered wrong. IT was supposedto follow the business, not the other way around.
With the all-pervasiveness of IT this has changed. Technol-ogy has become an integral part of our business models. Weare all aware of this. The concept of business IT alignmentis losing its meaning. If we insist on distinguishing the two,we rather speak of business IT fusion than of business ITalignment. But it won’t be long before the distinction of theterms business and IT becomes obsolete.
The traditional business strategy is replaced by a digitalbusiness strategy (Bharadwaj et al., 2013). A digital businessstrategy is more than just integrating business and IT strategy.The digitalisation of the physical into data makes many thingsfluid. Digitalisation removes the physical boundaries of anorganisation. Not only are all consumers in the world suddenlyavailable to the organisation, but so are all resources (data) andvalue chain partners (services). The amount of possibilities todevelop non-stop new-value-creation propositions is endlessand is part of the digital business strategy. Organisations mustnot only enable the next innovation but also all the consecutiveones... Companies looking for a business model that willprovide for the customer of today will probably fail in thefuture. They will inevitably fail if they neglect the questionwho tomorrow’s customer is and what they genuinely carefor.
The big challenge for existing companies is to balancecustomer value and company value continuously. They must beprepared to seize new opportunities quickly. Companies mustkeep adapting. Successful companies built on fixed assets,stable value dimensions in branding, and reliance on in-housecore competencies, may fade away.
In short, the move towards a practical digital businessstrategy has a profound impact on organisations. It requiresthe capability of being able to incorporate new technologyinto adaptive business models rapidly. The only way to do sois for business and IT to be one from the start. Otherwise, theresponses to the constantly changing demand will not be fastenough for organisations to stay relevant.
C. Endless possibilities of innovation need a creative process
For decades data architecture mainly dealt with structureddata registered in relational databases. This field has evolvedwith Big Data and Machine Learning, into the collection ofunstructured data from many sources, finding performancepatterns and anomalies. Unique combinations of data are thebreeding ground for organisations to develop new and betterservices.
Searching for new combinations and added value is acreative process. Co-creation with customers, business partnersand employees, is the new normal to spark this innovativeprocess.
Big Data is not the only technological innovationthat organisations are faced with. The list is long,diverse and volatile. At the time of writing, it containsdevelopments such as social media, internet of things,data analytics, machine learning, blockchain and roboticprocess automation. At the time of reading, this list will-https://www.overleaf.com/project/5da1e32283b0df000172223badmittedly seem hugely outdated. The list is not only diverseand volatile, but it is also ambiguous.
D. Value is ambiguity
What defines Big Data changed over the years. In thebeginning, every big dataset was called Big Data. Soon wediscovered this was business as usual for Business Intelligenceengineers. The same goes for Machine Learning (patternmatching) and Blockchain (distributed database). The hypemakes developments ambiguous and takes time to settle. Atthe same time, the hype sparks innovation and undiscoveredadded value to the consumer. The digital world is all aboutfirst-mover advantage.
In the digital era, the concept of value has become lessstraightforward. It is no longer merely a stable and fixedresult of the product or service alone, entirely under controlof the provider (Keen and Williams, 2013). Instead, the valuedepends on a large part on the choices available to thecontinually changing consumer. Consumers mix and matchvarious services from multiple providers, thereby making valuea relative and dynamic concept. A value that is for a large partoutside the direct control of the provider.
The challenge lies in treading the thin line between beinga first mover and not getting the product entirely right and
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delivering an integrated proposition that might not be the firstmover. The cost of change and the number of possibilities for aconsumer are vast; thus, organisations need to keep deliveringor lose their customer.
Organisations that know how to combine new technologicalopportunities with existing capabilities are best positionedto make full use of technological innovation and most ableto deliver actual value to their customers primarily if theywork together with organisations that provide complementarycapabilities.
V. DEMOCRATISATION OF TECHNOLOGY
Not only is there an abundance of new technology, but it isalso increasingly democratised. New technologies are increas-ingly available to all. Partly due to technology being opensource and available on various online platforms, and partlyto the introduction of ‘as a Service’ (the Cloud). Becauseof this, both developers and users have new technology andtheir applications available at their fingertips. Together with theintroduction of connected mobile devices, technology becameavailable to the mass market. For many, the home environmentappears to be more technologically advanced than the workenvironment. Resulting in not only an external pull from theconsumer and competitors but also a driving force from insidequestioning the internal status quo.
One of the results of democratisation of technology is thatsmall teams (e.g. start-ups) can have a significant impact with-out large investments. The democratisation of technology alsocomes with a different investment model. The developmentof a new service via an app can be funded by a pay-per-use supplier (for example Google Cloud Platform). Capitalexpenses are globally turned into operational expenses. Ashift from buying to renting services. Consumers massivelyadopt digital commercial services and have developed trustin newcomers. This results in the entry of new entrepreneurson the existing market, with new business models that totallydisrupt the market. These new entrepreneurs did not have toinvest in physical presence, marketing and suppliers.
The combination of the democratisation of technologyand the availability of free knowledge results in competitionbecoming increasingly hard to predict. Organisations mustdevelop their responsive capabilities to deal with this. Re-sponsiveness is also required because the creation and spreadof information has democratised. For example, positive andnegative sentiments about your organisation or services cansuddenly go viral on a global scale. This cannot be controlledor orchestrated. Organisations cannot lean back and just let thesentiment spread, they must engage in the conversation. Andthus, try to take control of the narrative and limit the damage.
The full digitalisation of the interaction with the consumerin the service consummation, enabled organisations to createpersonalised value propositions, by combining data collectedvia social media and other, less direct, digital services thatconsumers massively embraced. The increase of fast datacollection and the ability to create personal profiles surged theapplication of nudging and Neuromarketing. Everything onlineis now tailormade to your personal circumstance: from adver-tisements that match your interests to the suggestion of new
connections on LinkedIn that share the same competences.And these tailor-made profiles are up for sale. Leading to thesaying that “When a service is free, you are the product”.Because the digital world is not governed by consumer rightlegislation like the goods market is, this is today’s reality.
It was the tech-giants like Google, Amazon, Facebook,Apple (Big Four) that understood in the early days thatdata was the most important asset. And they hoarded!However, the behaviour of the Big Four was not new.For decades, agencies in the world have collected“open” data of consumers. For instance, via local USlaw that makes public name and address of anyonewho becomes a registered voter, or via the databases ofcompanies that hoard data to supply credit checks andvia the databases of companies that offer intelligenceand research data (OSINT). The main difference isthat the hoarding of data by the Big Four is morevisible, because they are active in the business-to-consumer ecosystem. This makes potential misuse oftheir data intelligence services more vulnerable to thepublic opinion.
A. Digital transformation is hard to undertake but necessary
The democratisation of technology forces organisations todigitalise even more. Digitalisation is a prerequisite to keepingboth their customers and their employees on board. Manyorganisations are not born digital, however, so their focus mustchange. They must realise the difference between automation,digitisation and digitalisation. After automating their adminis-trative systems with digital equivalents, organisations startedwith digitising their communication channels to preserve theattention of the existing customers and reach out to newtarget groups. The next step is the adoption of new businessmodels to fulfil customer needs by digitalisation. However,if organisations maintain a culture of striving for efficientbusiness management, digitalisation programmes run the riskof being isolated efforts, failing to incorporate digital in thecorporate strategy and corporate culture. The democratisationof technology forces organisations to look at their digitali-sation from the perspective of individuals, both within andwithout.
VI. THE RISE OF ECOSYSTEMS
The digitalisation of the physical into data, the free andglobal communication and the ease of transportation madecompanies evolve from a clearly defined and managed valuechain to a more complex, diverse and ever-changing ecosys-tem. Operating in isolation is no more; instead organisationsare an active part of an ecosystem that delivers value in variousco-operations.
The lifespan of big companies has substantially decreasedover the decades, from 33 years in 1965 to 20 in 1990, and isexpected to decrease even further to 14 years in 2026 (Anthonyet al., 2016). This is indicative of the trend that delivering valueto customers is becoming a matter of cooperation between
4 Sogeti Netherlands BV, Copyright CC BY-SA 4.0 2019
organisations instead of domination by one big company. Thefew big companies that remain are the companies that providethe platforms for others to cooperate. Most organisations areno longer able to define and offer a value proposition andcreate a market over which they have complete control.
A characteristic of balanced ecosystems is that no oneparty controls the ecosystem. Because of the multiple inter-dependencies, power relations are more evenly spread. Tobe successful and survive, embracing and developing theirecosystem becomes increasingly crucial for organisations. Anecosystem in this context is a system of organisations andindividuals that each have their strengths, but also need othersto realise their goals. This interdependency appears in variousforms, differing in character, force and duration, creating afluid network of associations. It is no longer about owning theright resources so much as about being able to tap into the rightcapabilities, from whatever source. For most organisations, thisis the only way to deliver the fleeting concept of excellentservice (Keen and Williams, 2013).
A. Evolution from value chain to ecosystems demands adifferent view on enterprise design
New concepts become essential to be successful. The viewon the role of an enterprise and its design has changedfundamentally.
The rise of distributive ledger technology (blockchain)has led people to think about new business modelsof cooperation where trust and ownership of data getnew meanings. But the concept of Distributed Organ-isations existed before the DLT hype, for example thespider & Starfish, the cell organisation, the cathedraland the bazaar. Technology has the unique ability toinspire people by showing the possibilities. It is theimplementation of the Bitcoin in a period of distrustof the centralistic financial system that boosted theimagination of people on the possibilities of distributedorganisations. People all over the world became awareof the power of the ecosystem and that value is morethan just optimising the value chain.
Margherita Pagani (2013) provides a classification into threeorganisation designs that are useful when trying to make senseof the evolution of organisation design. The first one, thetightly vertically integrated model, is the classic value chainmodel. It is based on centralisation. It consists of a (limited)number of significant components that are strongly connectedin a sequential value chain. The need for independence drivesthis model and having control over the entire chain. This is theopposite of the ecosystem concept. This model has worked finein predictable times where organisations could offer the sameproducts and services over long periods. This gave them thetime to form their empires and thus keep control over the entireproduction and delivery chain. Many tools to optimise thevalue chain invented in the past few years brought much valueto us, like Lean, Six Sigma, Business Process Management etc.In times of unpredictability and more power with the customer,this model is destined for disaster.
The second model that Pagani describes is the looselycoupled coalition model. This model emerged as a response toincreasing market complexity due to incremental innovation.It is no longer about a centrally controlled singular valuechain, but instead about the emergence of a value network withvarious kinds of partnerships between the different parties inthe network. In practice, some firms tend to achieve moreprominence and power by occupying a central position inthe value network structure. They then use their prominenceto grasp a leadership role, pulling together resources andcapabilities from a diversity of sources: in effect, they takecharge of network orchestration. The result is a value chain,or instead value network, that is more disintegrated and open.There still are inequal power relations, but the more powerfulparties too, are dependent on others. Tools to optimise thisfield of a variety of value chains are Value Chain Management,open markets, the creation of coalitions and industry standards.An example of this is the global market of sub-contractorsthat provide value to a larger sub-contractor. The capability toconnect effectively with others becomes an essential capabilityin this model.
The final model discussed by Pagani is the multisidedplatform. Multisided platforms came into being because ofcross-boundary industry disruptions. A multisided platformcompany brings together two or more distinct groups ofparticipants (the sides) that need each other in some way.To facilitate this, the company builds an infrastructure (theplatform) that creates value for the participants by reducingdistribution, transaction, and search costs of interaction. Well-known examples of multisided platform companies are eBay,Visa and Google, to name but a few. Multisided platforms canhave two, three, four or more sides. The more sides, the higherthe degree of complexity and the greater the challenge ofbalancing the interests of all sides. The business model of themultisided platform company is based on earning money fromthe facilitation of the participants. Additionally, the collectionand selling of data generated by using the platform can be asource of income.
The multisided platform model is becoming increasinglypopular. Interestingly, it can be regarded as a return to cen-tralising power. Not power over what value is created andoffered, but power over who gets access to who in the creationand consumption of value. In other words: the owner of theplatform is the central power that controls the platform, andso all the pros and cons of a central system apply to thisimplementation of the platform model.
B. A different view on enterprise design – a first glance
Both the coalition model and the platform model are formsof ecosystems in which the participants offer specific capa-bilities to others. The combination of capabilities enables thecreation of value. To make this work, a variety of elementsmust be in place:
1) that participants can exchange data and information,2) that there is a mechanism of trust,3) that there is a model for collaboration,4) that coalition forming is flexible.
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As Margherita Pagani states, in this context of ecosystems,organisations need relational intelligence more than organisa-tion intelligence.
VII. SIMPLE STORIES VERSUS COMPLEX REALITY
Related to the digitalisation of interaction and thedemocratisation of technology, information and knowledge isthe trend that stories are more successful in convincing peoplethan rational argumentation and facts. The distinction betweenfact and fiction is blurring, and people are building their reality.This is strengthened by the fact that social platforms tendto adapt to the interests of the user. An information bubbleis formed and strengthened by the adoption of a specificplatform, by the selection of information (for example thefiltering in the feed of information) done by the adoptedplatform and by the specific usage of the platform by the user.Since the variation in digital skills between individuals andthe number of digital realities to immerge in, is unlimited, theamount of variations in the type of consumers and their uniqueworld perceptions is also unlimited. There is no universal ratioavailable anymore.
For organisations, it is becoming increasingly importantto think about the story of what they want to be, and,consequently, to live this story to appeal to the love of theconsumer.
VIII. ETHICS MATTER
The discussion around the collection and use of personaldata, the fact that nobody is able to oversee the potential im-pact of the unlimited possibilities of technology, the increasinginterdependency between organisations in ecosystems, the vastvariations in digital literacy among consumers, the apparentdecline of the value of facts, all stimulate a renewed interest inquestions of right and wrong. This can be noticed, for instance,by a large number of ethical codes for applying ArtificialIntelligence that has been published in the past few years.Nevertheless, also, by the many publications addressing them,often unintentionally, negative impacts of technology.
One reason for the present call for decent acting, is thefact that law, by definition, always lies behind reality. Thishas always been the case but becomes more visible with thespeed of the technological innovation we experience today.Developing an opinion on self-driving cars by the inhabitantsof a country takes much time. Even more, time is neededby legislators to formulate laws on the subject. In this case,we have got some time, because a self-driving car is aphysical object the introduction of which is limited by design,production and application. This limitation does not apply tomobile apps, however, that enable the collection and taggingof photos of cars. Speed of innovation combined with globalimpact requires thinking, and above all, having conversations,about the difference between what can be done and whatshould be done.
A. Organisations need to take an ethical stand
We need renewed societal consensus about what is rightand what is wrong. Organisations, too, must take their role
in this discussion. Being compliant to the law is no longerenough. Today’s society requires that organisations take anethical stand.
When in 2014 a Dutch bank announced their intentionto sell account transaction data to advertising com-panies, customers lost their trust in the bank. Eventhough the bank explained it was respecting the cus-tomer’s privacy, several hundred customers cancelledtheir accounts on the same day. The societal valuesseemed not to match the enterprise values. The banksoon withdrew the plan.
B. Ethics are becoming relevant since automated decisionsalways lead to biased decisions
Decision-making by technology (e.g. autonomous vehiclesand AI) confronts society with new ethical questions notgrown from scientific, philosophical discussion. It has kick-started a discussion that impacts our day-to-day lives. Thesediscussions are also triggered by immediate harmful effectsof new technology, such as data breaches and discrimination.Whereas the dilemmas of the autonomous car may still seemfar away for many, the exclusion from being invited for a jobinterview impacts many more people. These so-called neartime algorithms are already operational today or will be soon(O’Neil, 2016). What is the impact of biased datasets usedto train AI algorithms that support automated decisions? Theconsequences of digitalisation are plenty and can be veryundesirable. They range from machine learning algorithmsthat strengthen, sometimes hidden, biases in society to digitalservices that exclude entire parts of society from using certainservices. Personalisation of insurance, for instance, allowingfor a lower insurance fee, may be advantageous to someindividuals, while it does away with solidarity as a value insociety.
We are becoming aware that the automation of choiceforces us to create discrete statements of situations that arenot discrete. Is it possible to classify a man with a beardinto a category of lifestyle or a religion? As people, we areconfronted with the fact that our own decisions are biased. Ifwe do not take care, we may unconsciously teach these biasesto machines that are supposed to improve decision making.
C. Ethics are becoming relevant since the internet does notforget
There are several reasons why ethical concerns are increas-ingly being raised. One reason is the realisation that today’smistakes are forever. Information, once made public, can neverbe fully retracted nor forgotten. Even minor mistakes mayhaunt people for the rest of their lives. This not only impactstheir life when someone does a background check, but it alsomight impact automated decisions that look further than thecontext and information of the present day and situation.
Also, individuals have less control over what kind of per-sonal information is made public or shared with parties theydo not know about. Enabling the combination of data from
6 Sogeti Netherlands BV, Copyright CC BY-SA 4.0 2019
multiple sources, painting an ever more detailed profile of whoyou are, what you like and how you spend your time.
A third reason is that lack of privacy endangers democraticprocesses. On the one hand, because of the possibility ofnudging people into specific political directions, on the otherhand, because people may start to feel restricted in votingand acting freely. This is strengthened by the fact that powerincreasingly comes into the hands of companies as the BigFour, that, by nature, are not democratic.
In the non-western worlds, it is common for the sittingpower to have control over the communication infrastructureand to be able to listen in and store what citizens are saying.An example of this is the great firewall and citizen point sys-tem in china. The use of end-to-end encrypted communicationthat leaves no information residue on devices can be a fact oflife and death to people with a non-conformant way of livingin certain countries, or for people that make plans against aregime, they want to disrupt.
More generally speaking, collecting and storing data issomething that must be regarded with caution. Technology isnever neutral! A certain amount of nudging is inevitable ina commercial context. However, it can also lead to makingpeople make decisions that are not in their interests. To thepoint that collected data becomes lethal.
Fourth, decisions made by advanced machine learning algo-rithms are not transparent nor explainable. Not necessarily aproblem, until someone is wrongly excluded from somethingthey desire, or when whole groups are being excluded. Afamous example is the CV selection algorithm that Amazonintended to use for making the first selection from job appli-cants. The algorithm appeared to discriminate against womensystematically. Not unexpectedly, in hindsight, as the companyhad been favouring males for years in hiring new employees.This teaches us that algorithms trained with data from the pastor present will never change the future. This is an undesirablecase of ossification.
Ethics are getting more relevant due to the potential impactof technological innovation. An impact that not everyone maybe aware of. Thus, it is not only a matter of choosing rightabove wrong but also of recognising the potential wrong inseemingly right decisions and acting upon it.
IX. CONTINUOUS CHANGE, ETHICALLY DONE, WITH ASKILLED WORKFORCE
The developments as sketched above pose significant chal-lenges to today’s organisations. The main driver, the increasein technological possibilities, forces organisations to keepevolving in how they deliver value to their customers. Theymust keep up with technological innovation as well as withsocietal demands for new types of (service) relationships,including responsible businesses.
As demands on organisations increase, so make the demandson employees. To keep up with the required pace of change,organisations need to develop self-learning skills as well ascollaborative skills. Only attractive employers will be ableto attract and retain skilled employees. Making full use oftechnological possibilities also comes with the responsibility
to do so in a responsible, ethical manner. As the debate aboutthe ethical side of technological innovation gathers strength,organisations are wise to take an ethical stand and make aserious point of ethical behaviour throughout the organisation.
We might conclude from all this, that an increase in digital-isation paradoxically goes with an increasing need for humanconsideration.
X. THE ROLE OF ARCHITECTURE
Enterprise architecture is expected to meet the challenges ofcontinuous change, technological innovation, and responsiblydoing business. It can realise real and sustained value for theorganisation if it succeeds in turning the organisation into arobust, or even antifragile organisation, capable not only ofsurviving unexpected disturbances from outside but of growingstronger from them (Taleb, 2012).
An essential contribution of architecture is to enable makingsense of everything: architectural views provide a conceptuallanguage that enables decision-makers to make sense of newdevelopments in the context of their organisation. This helpsthem envision the possible impacts of different choices andsee the connection between them. It is the classic purpose ofproviding coherence in the bigger picture. Architecture hasbeen doing this for decades.
Making sense of an ever-changing world to create thenecessary flexibility responsibly requires an architecture thatis human-centred, flow-oriented, value-sensitive and discre-tionary.
• Human-centred because in an increasingly complexworld, the attitude, interactions and capabilities of peopleare essential.
• Flow-oriented because it is not about static descriptionsbut about the dynamics of doing business.
• Value-sensitive because the values of all stakeholders,direct and indirect, including future society, must berespected.
• Discretionary because to create flexibility, architecturemust be able to differentiate between different contextsand subsystems and adjust both content and way ofworking to the needs of a situation.
The various concepts and factors introduced in this chapterinfluence each other dynamically. Leading to a complex sys-tem. This is illustrated in the causal loop diagram in figure1. The diagram shows how various factors may strengthen orweaken each other. In some occasions leading to a balance(balancing loop), in others to an increasingly strong or weakposition (reinforcing loop).
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Figure 1. Causal loop of external forces (blue), organisational strengths (red)and architectural contributions (green)
An example of a reinforcing loop is represented by the cy-cle: ethical thinking in architecture reinforces ethical acting bythe organisation, reinforcing maintaining a skilled workforceby the organisation which reinforces ethical thinking in archi-tecture. Another reinforcing loop is successful participation inecosystems, reinforcing delivering value by the organisationwhich reinforces success in the ecosystem.
The causal loop diagram is one of the instruments in systemsthinking and an example of the new conceptual language thatwe will be developing in this book as it is our firm opinionthat the classic frameworks are no longer adequate.
We need a new conceptual language. A language gearedtowards the dynamic flows within and between organisationsinstead of the description of immobile states, whether for thepresent or the future. A language can express the extent offlexibility of an organisation — a language with the expressivepower to incorporate ethical thinking into architectural deci-sion making. If organisations are going to take decent actingseriously, ethical considerations must play a role throughoutthe design and implementation processes. This includes ar-chitectural decision making. A language is able to expressthe interaction between humans and technology adequately.In short, a language that helps organisations to learn andevolve. To create this language, we will borrow from otherdisciplines such as systems thinking, value-sensitive designand complexity theory.
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Pagani, M. (2013). Digital business strategy and valuecreation: Framing the dynamic cycle of control points. MISQuarterly, 37(2):617–632.Researchgate: https://www.researchgate.net/publication/258863293,Semantic-Scholar: https://www.semanticscholar.org/paper/940173d9b880defde6c5f171579cddbba8288dc6,ACM: https://dl.acm.org/citation.cfm?id=2535673,DOI: https://doi.org/10.25300/MISQ/2013/37.2.13.
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8 Sogeti Netherlands BV, Copyright CC BY-SA 4.0 2019
ABOUT THE AUTHORS
A. about Marlies van Steenbergen
• LinkedIN Profile• Sogeti ProfileMarlies van Steenbergen is an experienced enterprise ar-
chitect. She works as an advisor and coach in the field ofenterprise architecture and has guided many organizationsfrom all industry sectors in the development of an effectiveenterprise architecture practice. In 2017 she became ProfessorDigital Smart Services at the university of Applied SciencesUtrecht. Marlies is co-founder of DYA (Dynamic Architec-ture), offering a pragmatic approach to architecture based onbest practices. Nowadays, Marlies focuses on the link betweenarchitecture and innovation and on Digital Ethics.
B. about Ton Eusterbrock
• LinkedIN Profile• Sogeti ProfileTon Eusterbrock is an experienced enterprise architect. He
works as an advisor and coach in the field of enterprisearchitecture and has guided many organizations from allindustry sectors in the development of an effective enterprisearchitecture practice. Ton is one of the promoters of DYA(Dynamic Architecture), offering a pragmatic approach toarchitecture based on best practices. He is also a speakeron seminars and lectures at universities and coaches studentsteams. Ton’s focus is in architecture principles and how toorganize architecture governance in modern ways of working.
C. about Hans Nouwens
• LinkedIN Profile• Sogeti ProfileHans Nouwens is an experienced enterprise architect with
20+ years of practical experience in the field of ICT, infusedwith rigorous academic learning. He works as an architect
and trusted advisor mainly for Higher Education institutes.Enterprise engineering, enterprise architecture and enterprisegovernance are his specialties that come with DEMO andCGEIT certifications. Hans as an academic interest in systemstheories and cybernetics. Hans volunteers as board member forthe interest group architecture of the KNVI and as member ofthe Dutch society of systems thinkers (SCIO-NL). He regularlygives guest lectures on enterprise architecture and coachesstudents teams.
D. about Edzo A. Botjes
• LinkedIN Profile• Sogeti Profile
Edzo Botjes is an experienced all-round (IT) professionaland architect with 25+ years’ experience. He works as anenterprise, program and solution architect for companies fromall industry sectors. He does this by combining variousexpertise’s to identify and resolve root-cause issues in theEnterprise Governance domain and in the realization domainof an organization. Today Edzo is part of the global thoughtleader group within Sogeti called Sogeti Labs. Edzo is acreator and loves sharing his passion via blogs, workshopsand presentations. His focus nowadays is on the evolutionof organizations into antifragile organizations and the role ofcommunication within the identity of organizations.
E. about DYA
DYA (Dutch): https://www.sogeti.nl/expertises/dya.The goal of DYA is to improve the effectiveness of
architecture within organisations.
F. about SogetiLabs
SogetiLabs (Enlish): https://labs.sogeti.com & https://in.linkedin.com/showcase/Sogetilabs
DYA - improving architecture effectiveness – version december 6, 2019 9
Sogetilabs is a formal, networked community bringing to-gether the distinguished technology experts and the promisingtalents throughout the Sogeti Group.
The core objective of this community is to inspire themembers to contribute innovative ideas, recognize the talentedpeople in the Sogeti Group & motivate them.
G. about Sogeti
• Sogeti (Dutch): https://www.sogeti.nl• Sogeti (English): https://www.sogeti.comSogeti is a leading provider of technology and engineer-
ing services. Sogeti delivers solutions that enable digitaltransformation and offers cutting-edge expertise in Cloud,Cybersecurity, Digital Manufacturing, Digital Assurance &Testing, and emerging technologies. Sogeti combines agilityand speed of implementation with strong technology supplierpartnerships, world class methodologies and its global deliverymodel, Rightshore R©. Sogeti brings together more than 25,000professionals in 15 countries, based in over 100 locations inEurope, USA and India. Sogeti is a wholly-owned subsidiaryof Capgemini SE, listed on the Paris Stock Exchange.
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