Strategic Enterprise Design - 1st Enterprise Design Retreat by eda.c and EA Fellows, Barcelona 2013
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The document discusses the concept of strategic enterprise design, emphasizing the importance of understanding stakeholder needs and fostering collaboration. It critiques common pitfalls in design projects, such as focusing too much on technology or predefined goals rather than addressing real problems. The text advocates for a proactive approach, where enterprise designers anticipate future challenges and opportunities in organizational design.
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Strategic Enterprise Design - 1st Enterprise Design Retreat by eda.c and EA Fellows, Barcelona 2013
- 2. strategic enterprise design #edbcn @eda_ _c - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 2013-05-28 1st Enterprise Design Retreat, Barcelona Milan Guenther Partner, eda.c - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
- 3. Police Role “If you see something that shouldn’t be done, say no!” Many Aspects “Start where your stakehold- ers see the key topic” Do Just Enough Lean and agile, getting out of the deliverable business Coordinate & Orchestrate “The architect does not do the architecture” Focus on Change Roadmap rather than as-is or to-be Work with scenarios Tell stories of the future to prodide context & spark creative imagination Go out Talk to people, stakeholders, bosses, users... Priotitize “Choose a chunk of the enterprise to work on” The tool trap Too much focus on methods and tools, “make you wish certain aspects didn’t exist” Standards and models ISO 9241, 42...., blueprinting, frameworks, ... Underdetermined space “The standard answer is it depends” Communication Showing Dilbert comics to make a point Technology focus Getting the IT “user” out of “user experience” Strange gurus Zachman, Garrett, Reiss, ... Concepts Patterns, principles, ... Assurance Keeping on track design & architecture - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
- 4. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 01 design thinking exercise - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 02 design and strategy - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 03 enterprise design - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 04 teamwork
- 5. 01 design thinking exercise - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
- 6. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - like dislike think 5 7 9 10 11 3 4 6 8 designthinking synthesize DESIGN CHALLENGE ask again interpret BE SHARP! BE VISUAL! BE BETA! 1 2 + ? - ! 3 4 ideate test storyboard iterate TEST AGAIN! GO OUT! look for surprises empathize! GO FOR QUANTITY! TRY IT OUT! dig deeper! be mindful! sAY nAme need insight chArActeristics hOW mAY i enABle tO When ? ! notes notes notes notes notes notes 1 2 Interview reflect dO Our Design Theme: Help John rethink executive education
- 7. 02 design & strategy - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
- 8. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - strategy?
- 9. like, in business consulting? - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
- 10. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - our strategy is... making money! €
- 11. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - business strategy customer strategy operational strategy interactive strategy marketing strategy IT strategy... strategy is everywhere!
- 12. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - too much strategy?
- 13. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - not exactly: the problem of predetermined results
- 14. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projects following a trend, but not solving a problem “I need an app” (but I don’t know what for) “Cloud”“Cloud”“Cloud”“Cloud”“Cloud”“Cloud” Projects about beautifying somone else’s mess “Here are 1000 requirements, please make it usable” Projects with too many constraints to be successful “We have that old R/3 thing and that process and...” Projects chasing an arbitrary goal instead of a real one “Our boss wants a a new logo” (revenue is declining) Projects about technology but not their meaning “The product is ready but we need some CSS work” ...sounds familiar?
- 16. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - design & innovation
- 17. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - enterprise can help with that!
- 18. 03 enterprise design - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
- 19. “I anticipate future management schools devoted to ‘enterprise design’. (…) A fundamental difference exists between an enterprise operator and an enterprise designer. A manager runs an organization, just as a pilot runs an airplane. Success of a pilot depends on an aircraft designer who created a successful airplane. (…) Who designed the corporation that a manager runs?” – Designing the Future” by Jay W. Forrester, 1998 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
- 20. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - en·ter·prise From Old French via Middle English and Middle French, feminine past participle of entreprendre (“to undertake”) entre (“in between”) + prendre (“to take”) A company, business, organization, or other purposeful endeavor. An undertaking or project, especially a daring and courageous one. A willingness to undertake new or risky projects; energy and initiative.
- 21. enterprise perspective - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Partners Competitors Customers Channels Other Stakeholders Suppliers Your Organization Management Employees Investors, Government, Public
- 23. big picture viewpoints - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - experience design What you get out of it enterprise architecture How it works for you brand identity How you think about it
- 25. enterprise identities - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
- 26. the brand identity ladder appearance logo colours fonts products environment offerings personality language behaviour culture business big picture - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
- 27. brand identity
- 28. enterprise architecture - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
- 29. the enterprise architecture ladder - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - computers operations capabilities processes information business big picture systems networks applications data workflows resources
- 31. enterprise experiences - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
- 32. the experience design ladder - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - interface visuals controls code journeys channels processes interactions structures contexts application service big picture
- 34. “Some people (they are wrong) say design is about solving problems. Obviously designers do solve problems, but then so do dentists. Design is about cultural invention.” – Jack Schulze, 2009 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
- 36. ViewsSkills RelationshipsHabits Ideas Identity Brands Proposi Products Media Messages Documents Interiors MethodsMethods Interactions Capabilitie Resources Content Assets Infrastructure Services Roles Approaches Activities Tasks Triggers Scripts Interfaces Policies Opportunities Culture Culture TechnologyTools Constraints Rules Rules Locations Processes Knowledge Systems Regulations Functions Data Environments Applications Goals Values Users Attitudes Performance
- 37. ViewsSkills RelationshipsHabits Ideas Identity Brands Proposi Products Media Messages Documents Interiors MethodsMethods Interactions Capabilitie Resources Content Assets Infrastructure Services Roles Approaches Activities Tasks Triggers Scripts Interfaces Policies Opportunities Culture Culture TechnologyTools Constraints Rules Rules Locations Processes Knowledge Systems Regulations Functions Data Environments Applications Goals Values Users Attitudes Performance
- 39. enterprise design framework - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - BigPicture identity actors business communication signs architecture touchpoints people information things experience services function interaction places organization content structure operation technology AnatomyFramesDesignSpaceRendering visionary conceptual applied FOCUS
- 40. the book - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - www. intersection book.com
- 41. take out one chunk at a time - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
- 42. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - the process 1 Prepare 2 Discover 3 Define 4 Ideate Small iteration Big iteration 5 Validate 6 Implement 7 Deliver
- 43. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - the actual process Based on The Squiggle by David Newman from Central. 1 Prepare 2 Discover 3 Define 4 Ideate 5 Validate 6 Implement 7 Deliver
- 44. teams COMMUNICATION Designer enterprise architect Brand strategist content strategist change manager business architect Requirements engineer information architect experience strategist media designer creative director software architect urban planner business analyst business designer industrial designer process manager user researcher service designer domain expert interaction designer - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
- 45. 04 teamwork - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Design John’s new enterprise! - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
- 46. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Architecture Experience Identity Take a few steps back and look at your enterprise from some distance. What is it all about, why does it exist? What do people think and feel about your enterprise, and how does it appear as an image in their minds? How does your enterprise work and function, and how do its many structures support these activities? What do people get out of your enterprise, and what role does it want to play in their daily lives? big picture
- 47. The Enterprise Design Framework is portrayed in detail in the book INTERSECTION - How Enterprise Design Bridges the Gap Between Business,Technology and People by Milan Guenther, Published 2012 with Morgan Kaufmann Publishers / Elsevier, Boston, MA, USA / www.intersectionbook.com This work is licensed under a Creative Commons Attribution-ShareAlike 3.0 License. CC BY-SA 3.0 / www.creativecommons.org/licenses/by-sa/3.0/deed Author: Milan Guenther / eda.c enterprise design associates. consultancy Düsseldorf & Paris / www.eda-c.com / [email protected] - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - enterprise design canvas Big Picture Take a few steps back and look at your enterprise from some distance. What is it all about, why does it exist? What is your design theme, what vision are you working towards? IDENTITY What do people think and feel about your enterprise, and how does it appear in their minds? ARCHITECTURE How does your enterprise work and function, and how do its many structures support these activities? EXPERIENCE What do people get out of your enterprise, and what role does it want to play in their lives?
- 48. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - anatomy Touchpoints Services Actors Content Explore the elements constituting the relationships and day-to-day interactions in your enterprise. Who is involved, and what is happening where, when and how? Who are the stakeholders taking part in your enterprise, and what are their roles and relationships? When and where do people interact with your enterprise, and in which individual contexts? What are the value propositions the enterprise makes available with its activities and their results? What are the content elements that are produced, exchanged and consumed in the enterprise space?
- 49. The Enterprise Design Framework is portrayed in detail in the book INTERSECTION - How Enterprise Design Bridges the Gap Between Business,Technology and People by Milan Guenther, Published 2012 with Morgan Kaufmann Publishers / Elsevier, Boston, MA, USA / www.intersectionbook.com This work is licensed under a Creative Commons Attribution-ShareAlike 3.0 License. CC BY-SA 3.0 / www.creativecommons.org/licenses/by-sa/3.0/deed Author: Milan Guenther / eda.c enterprise design associates. consultancy Düsseldorf & Paris / www.eda-c.com / [email protected] - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - enterprise design canvas Anatomy Explore the elements constituting the relationships and day-to-day interactions in your enterprise. Who is involved, and what is happening where, when and how? Which elements are inside your problem space, which are outside? ACToRs Who are the stakeholders taking part in your enterprise, and what are their roles and relationships? sERvICEs What are the value propositions the enterprise makes available with its activities and their results? CoNTENT What are the content elements that are produced, exchanged and consumed in the enterprise space? ToUCHPoINTs When and where do people interact with your enterprise, and in which individual contexts?
- 50. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - frames Develop an understanding of your enterprise from multiple perspectives, and envision potential target states of a transformation. What is the goal of the strategic design process, what is the intended change? What business model drives your enterprise, and how will your design work contribute to its success? Who are the people you are designing for, how do they live their lives and what makes them tick? What are the goals and activities your enterprise supports, and what is required to make this happen? What things are relevant to your enterprise as a design context, and how are they interrelated? People Function Business Structure
- 51. The Enterprise Design Framework is portrayed in detail in the book INTERSECTION - How Enterprise Design Bridges the Gap Between Business,Technology and People by Milan Guenther, Published 2012 with Morgan Kaufmann Publishers / Elsevier, Boston, MA, USA / www.intersectionbook.com This work is licensed under a Creative Commons Attribution-ShareAlike 3.0 License. CC BY-SA 3.0 / www.creativecommons.org/licenses/by-sa/3.0/deed Author: Milan Guenther / eda.c enterprise design associates. consultancy Düsseldorf & Paris / www.eda-c.com / [email protected] - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - enterprise design canvas Frames Develop an understanding of your enterprise from multiple perspectives, and envision potential target states of a transformation. What is the goal of the strategic design process, what is the intended change? BUsINEss What business model drives your enterprise, and how will your design work contribute to its success? FUNCTIoN What are the goals and activities your enterprise supports, and what is required to make this happen? PEoPLE Who are the people you are designing for, how do they live their lives and what makes them tick? sTRUCTURE What things are relevant to your enterprise as a design context, and how are they interrelated?
- 52. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - design space (1/2) Make conceptual design decisions based on insights gained and ideas generated in the course of your exploration. How will your future enterprise be like? How will people exchange in your enterprise, via what channels and in what particular business contexts? How will information be used in your enterprise, and how can it be organized to represent the overall structure? What interactions and behaviors will be happening in your enterprise, and how to best facilitate them? Information Interaction Communication
- 53. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - design space (2/2) Make conceptual design decisions based on insights gained and ideas generated in the course of your exploration. How will your future enterprise be like? What are the business processes that make your enterprise run, and how are its capabilities being used? How is your enterprise organized as a group of people, and how should teams work together in the future? What technical opportunities and possibilities are there, and how to leverage them for your enterprise?TEchnology Organization Operation
- 54. The Enterprise Design Framework is portrayed in detail in the book INTERSECTION - How Enterprise Design Bridges the Gap Between Business,Technology and People by Milan Guenther, Published 2012 with Morgan Kaufmann Publishers / Elsevier, Boston, MA, USA / www.intersectionbook.com This work is licensed under a Creative Commons Attribution-ShareAlike 3.0 License. CC BY-SA 3.0 / www.creativecommons.org/licenses/by-sa/3.0/deed Author: Milan Guenther / eda.c enterprise design associates. consultancy Düsseldorf & Paris / www.eda-c.com / [email protected] - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - enterprise design canvas Design Space Make conceptual design decisions based on insights gained and ideas generated in the course of your exploration. How will your future enterprise be like? CoMMUNICATIoN How will people exchange in your enterprise, via what channels and in what particular business contexts? oPERATIoN What are the business processes that make your enterprise run, and how are its capabilities being used? INFoRMATIoN How will information be used in your enterprise, and how can it be organized to represent the overall structure? oRgANIzATIoN How is your enterprise organized as a group of people, and how should teams work together in the future? INTERACTIoN What interactions and behaviors will be happening in your enterprise, and how to best facilitate them? TECHNoLogY What technical opportunities and possibilities are there, and how to leverage them for your enterprise?
- 55. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - rendering Work with talented designers of relevant fields, turning abstract design decisions into actual outcomes. What visible elements will bring your enterprise to life? What media, messages and symbols should your enterprise produce to connect to its audiences? What products, devices, tools or other artefacts does your enterprise make available, and how are they used? Where are people interacting with your enterprise and each other, and what paths to they take? Things Places Signs
- 56. The Enterprise Design Framework is portrayed in detail in the book INTERSECTION - How Enterprise Design Bridges the Gap Between Business,Technology and People by Milan Guenther, Published 2012 with Morgan Kaufmann Publishers / Elsevier, Boston, MA, USA / www.intersectionbook.com This work is licensed under a Creative Commons Attribution-ShareAlike 3.0 License. CC BY-SA 3.0 / www.creativecommons.org/licenses/by-sa/3.0/deed Author: Milan Guenther / eda.c enterprise design associates. consultancy Düsseldorf & Paris / www.eda-c.com / [email protected] - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - enterprise design canvas Rendering What are the outcomes you envision for your design initiative? What new or transformed visible and tangible elements will bring your enterprise to life? How will they be delivered and introdruced? sIgNs What media, messages and symbols should your enterprise produce to connect to its audiences? THINgs What products, devices, tools or other artefacts does your enterprise make available, and how are they used? PLACEs Where are people interacting with your enterprise and each other, and what paths will they take?
- 57. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - eda.c enterprise design associates. consultancy milan guenther partner +33 9 7044 7778 www.eda-c.com @eda_ _c