The step towards customer experience architecture - Enterprises are attempting to incorporate multi-channels, new customer insights and a much faster rate of change into their business models. In an attempt to tackle this complexity and dynamics of an evolving enterprise, the Enterprise and Business Architecture disciplines have continued to emerge, enabling the organisation to bring all the various moving parts together. Business capabilities and the term “business model” have slowly become part of everyday language amongst stakeholders. Yet even with these successes the disciplines are still too big a pill for management to swallow, and it’s value often gets lost. The challenge of collaboratively exploring potential futures with relevant stakeholders and practitioners of related disciplines still remains. The shift in focus to digital channels requires a new way of using and leveraging architectures.

1. Staying Relevant in the Digital Economy.
Bringing
the
customer
and
the
business
together
as
one
Mike
Clark,
Business
Designer
&
Technologist

2. Who
Am
I…….
Over
the
past
16
years
I
have
been
innova?ng,
and
delivering
large
organisa?onal
transforma?ons
across
a
variety
of
industries.
I
have
thrived
on
complexity,
and
have
always
brought
a
level
of
simplicity
to
the
most
complicated
of
challenges.
I
bring
a
crea?ve
and
logical
approach
to
organisa?onal
challenges,
which
enables
me
to
take
tradi?onal
and
innova?ve
approaches
and
combine
them
into
new
ways
of
thinking
and
working.
Mike
Clark
Independent
consultant
&
Business
Partner
Livework

3. Something
to
consider

4. TradiConal
business
focus
areas
A
focus
on
long
term
planning
A
need
to
understand
the
best
way
to
deliver
new
offerings
Greater
focus
on
business
operaCons
vs.
customers
Focused
on
delivery
requirements
vs.
outcomes
Return
on
investment
is
Ced
to
the
longer
term
plan
Understand
the
key
products
of
the
organisaCon
and
maximise
the
profit
margin
Focused
on
driving
shareholder
value,
regardless
of
complexity

5. How
Architecture
tradiConally
used
to
respond
Historically
the
Enterprise
Architect
was
seen
as
a
group
of
individuals.
Each
invidual
was
expected
to
know
all
aspects
of
their
discpline,
tasked
to
solve
all
technical
challenges.

6. Built
internal
focused
enterprise
models
Architects
would
try
to
build
complex
models,
spending
significant
Cme
perfec?ng
them.
Time
was
their
alley,
and
the
customer
was
the
businesses
problem.

7. Seen
as
governance
vs.
value
add
Architects
were
seen
as
the
people
who
stopped
people
doing
things.
Management
looked
at
them
as
gate
keepers
vs
people
who
added
real
value

8. Things changed……………..

9. Digital
has
reshaped
the
business
landscape
Technology
companies
are
reshaping
the
business
landscape.
Companies
such
as
Google,
and
Pay
Pal
are
changing
the
way
we
think
about
money.
They
are
tapping
into
our
eco
system
to
build
new
connec?ons.

10. Big
players
have
entered
the
market
Apple
is
changing
the
way
we
think
about
payments
and
may
change
the
way
we
interact
with
companies.

11. Technology
which
was
once
trusted
needs
changing
Legacy
mainframes
which
were
trusted,
were
now
under
the
microscope.
What
they
did
was
not
truly
understood.
Complex
programs
had
been
built
up
over
?me,
making
the
source
of
what
created
the
answer
difficult
to
find.

12. Customers
want
interacCons
on
their
terms
Customers
wanted
to
be
able
to
interact
with
the
organisa?on
through
a
variety
of
channels.
In
some
cases
the
customer
wanted
to
feel
part
of
the
organisaCon
due
to
the
vast
amount
of
informa?on
available.

13. Where do stakeholders start?.

14. With
so
much
new
technology
choices
become
complex
With
the
rapid
pace
of
technology
change,
and
so
much
choice,
is
difficult
for
senior
management
to
know
where
to
start.
Understanding
which
technology
will
make
the
biggest
impact
is
not
clear.

15. Architects
apply
tradiConal
principles
to
new
problems
Architects
aOempt
to
provide
the
answers
using
a
significant
number
of
industry
standards
as
part
of
their
analysis

16. Focus
on
the
architecture
vs.
the
value
The
analysis
presented
back
to
senior
management
requires
educaCon
of
new
architecture
terms
Management
become
confused,
the
decisions
that
need
to
be
made
become
lost
in
the
detail.

17. Shifting towards simplicity and value..

18. Collaborate
with
stakeholders
Dropping
architecture
terms
enables
architects
to
build
early
relaConships.
Through
collaboraCon
real
business
problems
and
desired
outcomes
are
understood.

19. Deliver
the
minimum
viable
to
validate
answers
Focusing
on
the
minimum
viable,
allows
for
co
creaCon
with
the
stakeholder.
Early
feedback
builds
partnerships,
ensuring
adop?on
of
content,
and
builds
value
quickly

20. Hide
the
complexity
of
architecture
and
present
familiar
Architects
produce
the
same
viewpoints,
but
hide
the
complexity
from
management.
New
simplified
views
are
created,
which
are
familiar,
shiOing
the
focus
to
where
the
real
decisions
need
to
be
made.

21. CreaCon
of
views
that
are
easily
understood

22. How will the Architect of the future respond

23. A
team
of
diverse
people
working
together
The
architect
of
the
future
is
no
longer
a
person.
It
is
a
diverse
team
of
business
technologists
who
represent
the
business
but
from
technology.
This
diverse
group
will
work
together
to
translate
business
problems
into
technology.

24. Business
Technologists
will
sit
at
the
business
table
The
Business
Technologists
of
the
future
will
represent
technology
at
the
business
table.
Rather
than
bring
solu?ons,
they
will
recommend
minimal
viable
technologies,
to
make
the
biggest
business
and
customer
impact.

25. How will the new technologists architect for the digital
customer?

26. Will
be
able
to
understand
what
customers
care
about

27. Start
to
architect
the
customer
and
the
experience

28. PuQng
the
customer
at
the
heart
of
the
strategy
PuQng
the
customer
and
their
interacCon
preferences
at
the
heart
of
your
strategy

29. Focus
on
the
journey
aligned
to
the
business.

30. Able
to
understand
outcomes
customers
care
about

31. Understand
what
capabiliCes
must
change

32. Build
the
map
to
real
value

33. Understand
channels
customers
need
Digital
channels
extends
coverage
to
always
on
which
appeals
to
certain
genera?ons

34. Use
CollaboraCon
tools
to
start
to
connect
and
win
Interact
and
engage
with
colleagues
and
customers
using
Enterprise
Social
capabiliCes
that
bring
together
collaboraCon
&
communicaCons
tools
in
a
seamless
and
intui?ve
manner

36. That
first
step
into
customer
experience
architecture
begins
in
London
on
December
4th
2014
hOp://liveworkstudio.com/
collecCons/event/