Jude Umeh Washington DC, July 17, 2012

1. Innovation and Enterprise Architecture
The Open Group Conference
Jude Umeh
Washington DC, 17-07-2012

2. Content
 Introduction
 Key Challenges Facing The Enterprise
 The Role of Enterprise Architecture
 Overcoming Key Challenges
 Appendix
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3. Introduction

4. Innovation & Enterprise Architecture
Innovation
Enterprise
Architecture
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5. What is Innovation?
The three common forms of innovation
To create VALUE though a For SERVICABILITY to secure To change COST of production
new market or product existing and new customers and size of available market
A break through in any
A game changing move that Where market or product element of the operation of
provides sustained first cannot be innovated service an enterprise
mover advantage can be used
The barriers to innovation
Organisational Structure and Boundaries Mobilisation and Capabilities
The immediate and obvious challenge that Enterprises are constrained by their own
any change will bring to an Enterprise knowledge and experience
Eventually Change is inevitable
Innovation is about controlling the timing and basis of change to be advantageous to our own business
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6. Innovation describes accomplishment, after the fact
Source: BCS DRM Blog - http://www.bcs.org/content/conBlogPost/2075
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7. What is Enterprise Architecture?
Enterprise Architecture
Business
Architecture
Governance Architecture
Information
Security Architecture
Architecture
Enterprise IT
Architecture
Enterprise
Enterprise
Enterprise IT
Information Systems Solution
Architecture Architecture
Enterprise IT
Technology Infrastructure
Architecture
Software Architecture, Network Architecture, Storage Architecture…
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8. Even ‘real’ architects benefit from technology innovation
Building Information
Management (BIM) – An
innovative 3D simulation
that looks set to “The next generation of
revolutionise the architects is going to draw
construction industry right on the machine. I am
obsolete” Frank Gehry
Source: FT Weekend Financial Times Saturday July 14 / Sunday July 15 2012
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9. Key Challenges Facing The Enterprise

10. Some Big Questions For Enterprises
• End users autonomy or control – Apple, Web, SaaS
• Security, risks, and extent of controls = new policies and training
• Services and Clouds – evolution or revolution
• A finance issue; Capex v Opex; or operational issue; Public, Private or Hybrid
• Real-time Data and Social Networks
• A huge benefit to be unlocked, or a further problem around Data
• What is meant by ‘at work’
• If it‟s not a physical place with fixed provisioned PCs
• Book to Bill in an online world
• Back-office processes extending and connecting externally
• Collaborative Agile Business
• The decentralised and constantly changing „edge of business‟
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11. Social Media Landscape
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12. Impact of Disruptive Innovation - eTOM
Source: http://www.tmforum.org/IntegrationFramework/6637/home.html
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13. Some Emerging Trends that Matter
Societal & Economic Trends Technology Trends Business & Management Trends
• Sustainability and Green agenda • Big Data – exponential growth in digital • Business Model Innovation – enabled by
• Aging population & implications for data, and need for scale, speed & access technology e.g. social & mobile business
workforce, healthcare, services & products • Cloud Computing • Consumerisation – impact of consumer
• IT spend follows the economy • Activity Streams & Near Field technology in the enterprise (BYOD)
• Redefining working patterns and Communications • Crowd Sourcing
changing employment models • 4G/5G Pervasive bandwidth – drives other • Dynamic BPM & Dynamic Pricing –
• Home & mobile health monitoring trends e.g. Mobile transactions & Internet changing processes or prices on the fly
• Shift in Global Consumer Spending of Things • Platforms for Business Apps
• Attention Deficit Disorder Society • Predictive Analytics – delivering insight • Intellectual Property Landscape
on consumer behaviour • Trust & Reputation Economics – related to
• Global demand for investment capital
• Social media – leveraging the power of trend for more transparency
• Impact of Social Media on global politics
the community • Service Digitalisation – the drive for
• Diminishing expectations of privacy
• 3D Printing & personal manufacturing digital transformation
in a connected world
• Audio & video analytics & image • Social Commerce
• Lifelogging
recognition • Mobile Business
• Augmented Reality
• Media Tablets
Source: Gartner Research - June 2011 - Trends That Matter: 84 Technology, Societal and Business Trends
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14. Summary: Who Really Wants to be a Pin?
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15. The Role of Enterprise Architecture

16. Custodian of Enterprise Principles and Governance
Business
IT Strategy
Strategy
Business
Mission IT Mission
Enterprise
Architecture
Principles
Policies
Domain
Architecture
Solution Key
Architecture Business
IT
Solution Architecture
Design Governance
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17. Rapid Business Model Innovation
Source: The Business Model Canvas (www.businessmodelgeneration.com)
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18. Rapid Agile Development
Source: neilperkin.typepad.com/only_dead_fish/agile-planning.html
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19. Could there be a problem?
Versus
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20. Remember
Too much… Can lead to…
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21. The role of EA: mind the gap
A
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22. Overcoming Key Challenges

23. By definition Innovation is a challenge
To do List
Innovation
1. The act of introducing
some thing new
2. A change effected by
innovating; a change in
customs; something new,
and contrary to
established customs,
manners, or rites
3. Process by which an idea
or invention is translated
into a good or service for
which people will pay
...
…
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24. The Agile Enterprise is all about constant change …
Optimise
Smart Business
Business Users &
Models Managers
Transform
CEO
Innovate
CFO
Virtualise
Business
CIO Process
Outsourcing
Development
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25. Need to understand the solution dynamics
The TRAIN is a stable, robust mode of mass transportation. It is not flexible but reaches its goal in a predictable,
straightforward way based on an infrastructure that is designed and built to last for decades. The functionality is
provided in a highly efficient and standardized way and many people will be affected when trains do not run.
The BUS is also a relatively stable mode of mass transportation, but clearly with more flexibility. A bus can take
a detour if circumstances require, and it can be used for alternative purposes on top of the fixed schedule.
A bus still needs a road, but a flexible route can be more easily configured out of roads than out of available railways.
The CAR is a much more agile, individualized means of transport. It can take a person – or a small group of people – to
most of the places they want to go. There are many different types of cars to choose from and their owners will
configure and adapt them to reflect their individual, differentiated styles and personalities.
The SCOOTER is a lightweight, extremely flexible and individual method of transport. It can be used for the “last mile,”
bringing you to places even cars cannot reach. In crowded areas, scooters are faster than any other means of transport.
There are many different types of scooters but they can only transport one or two people at the same time.
All of these modes of transport are tied together through a HUB, best seen as a modern train station with carefully
provided additional services. Such a hub is truly multi modal in that trains, buses, cars and scooters all can
conveniently “dock” and people can easily change their means of transport, while benefiting from a host of add-on
services. A well-designed station like this functions as the pumping heart of the city.
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26. And plot a new Governance
TRAIN BUS HUB CAR SCOOTER
RHYTHM Year Season Month Week Day
Data Market, Apps
CRM, R&D, Product
APPLICATION ERP, Legacy Core Market, Mobile BPM, BRM, BI, Portal, Mashups,
Management, Supply
AREAS Applications Services, Security Analytics, ECM, Mobile Site Builder, Wiki
Chain
Services
Central IT or
IT/Business Business/
GOVERNANCE Outsourced/Business IT/Business Needs Business
Requirements IT-Supported
Requirements
Predictability, Reliability, Ease of Use, Simplicity,
Predictability,
Sustainability, Openness, Flexibility, Configurability,
ARCHITECTURE Agility,
Standardization, Service-Oriented, Speed to Market, Speed to Market
Model-Driven
Simplification Aligned Re-use
Formal, Business Exploratory No Harm,
TESTING Industrial Strength
Regression Case-Driven Integration Legal Testing
Linear, Agile, Agile, Agile, BT Tools, End-User Tools
DELIVERY
>80% Offshore >65% Offshore Service integration <35% Offshore <10% Offshore
Requirements
KEY AM, Continual SOA, Cloud, Business Analysis, Mashup Building,
Management, Agile
CAPABILITIES Rationalization Integration Orchestration Web 2.0
Development
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27. For example…
Business Leaders have a clear shopping
list, and ask the CIOs to:
• Reduced Total Cost of Ownership;
• Much faster TTM (time-to-market);
• Better alignment of IT and business;
• Proven ROI (Return on Investment);
• Savings to fund improvements;
• Shift IT spend from Capex to Opex.
CIOs need to solve their application landscape issues:
Obsolete technology infrastructure Multiple ERP instances Low productivity
Duplication as a result of M&A Failing point-to-point integration Scattered data
Excessive customization Shadow IT Backlog of user requirements Source: Application Landscape Report 2011
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28. WARP: A method to help with scope and decision
Wide-angle Application Rationalisation Programme Industrialization
• The same WARP approach is Target State Design
used for every solution.
UK France USA Spain …G11
Country-based
Functional Functional Functional Functional Functional
Support Support Support Support Support
Decommissioning
• In all cases a 6 to 8 weeks Value
Office
Distributed Delivery Management Office
Testing Services
project delivers the key WARP1 Legacy
Peoplesoft
.Net
Offshore
BI
Mobile
deliverables to enable scoping Madrid / Argentina India
and decision making.
Decision
Roadmap
ERP
New build
Business Case
Legacy transformation
Cloud transformation
Value - Creating the headroom needed for innovation
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29. Some Value Nuggets
1. Innovation describes an
accomplishment, after the fact
2. EA can bridge the gap between
strategy (in the business model) and
rapid project delivery (agile)
3. Enterprise Architecture must actively
embrace innovation
4. Engage with your partners,
suppliers, customers and
employees – innovation is not all
about technology
5. A culture of innovation is key to
success
6. Remember, if you are not making
mistakes, you are not innovating
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30. Appendices

31. Some Relevant Links
 Business Models for Strategy and Innovation (July 2012)
• COMMUNICATIONS OF THE ACM | JULY 2012 | VOL. 55 | NO. 7
 Talking Innovation (July 2012)
• http://www.bcs.org/content/conBlogPost/2075
 Innovation in an Enterprise Architecture Context: Innovating the Business
Processes, Technological Services and Corporate Strategies. (June, 2011)
• http://coherencyarchitect.com/2011/06/13/innovation-in-an-enterprise-architecture-context-
innovating-the-business-processes-technological-services-and-corporate-strategies/
 The Future of EA in 2020; EA Is Integral to Strategic Planning (November, 2011)
• http://www.gartner.com
 Enterprise Architecture Leaders Focus on Business Impact (May 2012)
• http://www.gartner.com
 Is Your Enterprise Architecture Stifling Innovation? (September, 2010)
• http://www.itbusinessedge.com/cm/community/features/guestopinions/blog/is- your-e...
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32. Other Examples of Capgemini Innovation
Cloud Services (e.g. Immediate) TechnoVision 2011 edition
Rapid Innovation Centers
ASE: Accelerated Solution Centers Social Insight
RDV: Rapid Design & Visualization
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33. More information
About Capgemini
Capgemini, one of the world's which aims to get the right balance of the
foremost providers of consulting, best talent from multiple locations, working
technology and outsourcing services, as one team to create and deliver the
enables its clients to transform and perform optimum solution for clients.
through technologies. Present in more than 35 countries,
Capgemini provides its clients with insights Capgemini reported 2009 global revenues
and capabilities that boost their freedom to of EUR 8.4 billion and employs over
achieve superior results through a unique 100,000 people worldwide.
way of working, the Collaborative Business More information is available at:
ExperienceTM. The Group relies on its www.capgemini.com
global delivery model called Rightshore®,
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34. Jude Umeh (FBCS, CITP)
Snr. Consultant & Enterprise Architect
Email: jude.umeh@capgemini.com
Phone: +44 (0)870 238 8529
Blogs: http://www.bcs.org/server.php?show=ConBlog.8
http://www.capgemini.com/technology-blog
http://judeumeh.wordpress.com
Twitter: @judeumeh
www.capgemini.com
The information contained in this presentation is proprietary. ©2011 Capgemini. All rights reserved