• A lean hybrid team start working collaborativly from day one
• They use visions and strategic direction to set the focus of their mission
• Uncover real problems thatr need to be solved
• Hypothesize solutions
• Design and run experiments to validate hypothessis
• Move from Minimum Viable Increment -> Minimum Awesome Increment -> Fully Featured Increments
• Thin slicing of problem and soution inititiaves drasticallty reduce concept-to-cash cycle time.

Objective of Lean EA Crafting great stakeholder experiences responsivelty through innovation driven approaches.

Lean principles translate in Lean EA to

1. Maximizing stakeholder value
2. Minimizing waste
3. Continually optimizing for flow

MUDA: Wasteful work. The waste resulting from working on un-impactful or wasteful tasks

Flow

Rate at which valuable outcomes are delivered by an enterprise initative

Waste

Enterprise capabilities and product features created without validated demand are waste

MURI: Overburden. The waste resulting from overburden

Myth

It is a myth the high utilization results in high throughput/flow

(no term)

High resource utilication in an environment of high uncertainty results in congestion.

Congestionm

A state of the system where the system has very high load and none/low throughput

High velocity delivery, low density

is the best required inital condition, then increase density.

MURA: Uneveness. Waste resulting from variability or unpredicability

Complex Doamin

Enterprize initative in Ralph Stacey Matrix.

• High on the 'What' (far from agreement) and High on the 'How' (far from certainty)

Variability

is inherit is neither good/bod, it can be leveraged as a competitive advantage

(no term)

Optimize concept to cash value stream for maximising impact and responsiveness

Design in Process Queues. A collection of decisions or work that are awaiting action so that they can be translated into value capturing business outcomes.

Long Queues

• Queues get harder to resolve the longer they remain unattended
• Large batches coupled with centralized decision making cause congestion

Queue formation and management

• Ideas sitting in invisible queus don't produce business outcomes.
• Innovation ends up looking like imitations when not acted on in time.
• Insensitivity to queue formation and lack of queue management results in high costs

Enterprise successfully manaing queues

• Start with small change initatives
• Learn continuously
• Work on validated high impact items
• Are sensitive to queues
• Manage and optimize for end to end flow
• Scale cautionsly (Inspect and Adapt)

• plan centered and top down driven hierachy approach
  1. Vision
  2. Mission
  3. Strategic Themes
  4. Strategic Objective
  5. Action Items

VUCA: Volatility, Uncertainty Complexity and Ambiguity

Volatility

• Inherit Uncertainty
• Rapidly influenced and changed by technology
• Enterpriseleaders feel lost and overwhelmed

Uncertainnty

• Constant state of flux
• Hard to forcast dependantly

(no term)

Complexity

• Wicked problems
• Problem not understood until solution formulated
• No stopping rule
• No binary answers

(no term)

Ambiguity

• Lack of clarity
• Hard to choose correct starting direction
• Paralizes strategy and execution

• Conginitive Bais leads us to misread exponential paths
• Strategy exists to furfill organizations purpose
• Purpose exists outside the vacum being effect by:

  Identity

  values, capabilities, culture, strengths, weaknesses/drawbacks

  Environment

  why, who does it serve, value proposal, what is the aspirationsl future identity

Strategy: is the force to organize the dissnance between Purpose, Identity and Environment

• ::

Theory of Busines

The Assumptions a company gets paid for (Peter Drucker)

• The key focus areas identifies for investments
• May touch multiple business units
• Each business unit will have a strategy to support the theme
• Each unit may decompost the strategy further (using Business models canvases again…)
• This can enssure Alignment and Traceability fromthe top to bottom the the organization

Sensemaking is a process by which we develop plausible hypothese of the unkown

• systematically test these hypotheses and reduce the extent of uncertainty and ambiguity
• goes hand in hand with strategy formulation and execution
• The light and fast organization, Patrick Hollingworth
  • Prevailing structure and culture drives organizations and its employees to reviert to what they already know

• Strictly top-down strategy formulation is not advisable anymore
• Strategy bassed on extensive upfrant analysis is not viable in the VUCU world
• It is not deasible to roll-out strategy and sit back for months waiting for outcomes
• Strategy formulation should be a niumble, creative and rigorous activity
• Strategy formulation shold use intentional and emergent approcahes
• Hypothessis driven approaches are essential for strategy formulation
• Enterprise Architecture is the vehice for strategy and should similarly evolve to become nimble, agile and evolvable.

• Realizing is filtered on desirerablility, viability, feasability
• Process is not linear
• Early version of a new product which allows the innovation team to collect the most validated learning about the problem frames that they are solving for.
• Move from MVP to MAP (Minium Awesome Product)
• The minimum set of features that I can ship with and significantly boost traction on the product adoption.
• the adoption momentum achived by a produyt. Typically measured by a mix of metrics such as web traffic, number of active users, number of regeistered users, revenues, profitability, etc..

• The BUsiness Model Canvas shows 4 main Innovation focus ares.
  1. Offereing
     • Value porpsition
     • innovation By:
       • uncoving hidden unmet need (rhumba)
       • pivot you offereing (four season sells sleep)
       • different economic model (adobe reative cloud)
       • Build ecosystem around product (App store)
  2. Go to Market Strategy
     • Customer Relationships, Channels, Customer Segments
     • Innovation By:
       • Rethinkg customer segment (fedex)
       • Mixing Channels (nike apps)
       • pricing & Sales (Azure)
  3. Operations and technology management
     • Key partners, Key activities, Key Reourses
     • Innovation By:
       • Technical and Operational Agility (netflix)
       • Innovation Contrats (Amazon)
       • Generating Technology/ Process IP (apple, google)
       • Steamlining Operations (toyota)
  4. Profit Model
     1. Cost Trcutures, Revenue Streams
     2. Innovation BY:
        • pricing/revenue model (uber)
        • Exploring adajcency (battery manufacturing)
        • Preventing Switching (telcoms)
        • Create Stickiness/habit forming (fast food)

• Top down strategy
  • cannot course correct/
  • not fast enough feedback loop
  • EA focussed on reinforcing top down
  • EA doesn accomidate innovation or emergent/bottom up strategies
• Currently there are two types of EAs
  1. Fouindational EA
     • Maintain enterprise technoilogy and systems of records
     • Introducing incremental changes
  2. Lean/Agile EAs
     • Lean/agile leaders guiding strategy and innovation
     • Focus on technology distrucptions and building systems of engagement.
• Changing Role of EA
  • Leaders EA practitioners focusing on:
    • Driving business innovations
    • Intentional and emergent business strategy
    • Creating business ecosystems
    • Identifying business designs that leveage algorithmic businesses
• The New Role of EA
  • Catalys intentional and emergent strategies
  • execute through innocation led and hypotheses driven development (HDD) approaches
  • Evangelize enterprise vision and strategy
  • Drive focus on opportunities, obstacles and pain-points
  • Contribute and facilitate enterprise innovation process

A lean/agile EA focuesses on delivering agile strategies and delivering innovation at an enterprise scale.

• 30 min, Greet and establish ground rules
• [busness decision maker] 15min walk thru and Busines context/Drivers
• [solution architect]15min high level architechture and context, key technical competancies, how th eoslution hangs togethre, aritechtural risk in the space
• [domain expert] operations: business scenarios, identify ket stakeholders, narrate recent incidents, operation risk and concerns with current solution,
• [Facilitator] took notes on post-its from all presentations
  • put on closest waall.
  • Promopt others to do as well.
  • continue practice through out workshops,
  • introduct Idea parking lot, for important ideas not a priority
• BREAK
• Team defines Goals and Antigoals
  • focus on golas, anti goals are the guard rails for the discussions
  • in business terms.
• members lobby most importatnt goals
• Score goals with dots methods (3 votes each)
  • Top 3 - non-negotiable
  • Next 3 - Needs
  • Reast - Desierable
• 5 min. Share prepreapared information eah person preapard about the domain from thier perspective/research avaliable
• LUNCH