8 Disciplines of Enterprise Modernization

Dr. Mohan K. BavirisettyModern Renaissance Corporation

Presented to IEEE Computer Society, New Hampshire ChapterApril 21, 2015

Content of this document is under Creative Commons Licence CC BY 4.0

Agenda

What is Enterprise Modernization?Maturity Model for EMInnovation Imperative8 Disciplines of EM

Total Service OrientationInnate EntrepreneurshipBusiness EcologyContinuous ImprovementEnterprise Architecture On DemandThought Leadership (CoEs)SustainabilityTenacious Leadership

Q & A

I am always doing that which I cannot do, in order that I may learn how to do it. - Pablo Picasso

Enticement Announcement

★ All attendees receive white papers etc.

★ All attendees who ask questions receive extra resources and eBooks

★ One critical thinker who asks most original and intriguing question gets a special prize.

What is Enterprise Modernization?

End-to-end transformative process of aligning and integrating values, people, systems and information to achieve growth, competitiveness, and thought leadership.

Maturity Model

What is your Innovation Imperative?

Your imperative is, whether you are Leader, Champion, Executor or Catalyst, to simply pave a way towards Innovation-Driven Enterprise

Total Service Orientation

What is our Purpose?

5 Most Important Questions★ What is our Mission?★ Who is the Customer?★ What does the Customer value?★ What have been the results?★ What is to be done now?

Total Service Orientation

Innate Entrepreneurship

★ Value Engineering★ Enterprise Strategy★ Performance Culture★ Purpose-driven Innovation★ Demonstrate Value Iteratively

Innate Entrepreneurship at Nordstrom

★ Every investment was geared at Customer Service Excellence

★ Further Empower Employees★ Innovation enabled Enterprise-wide

integration ★ Nordstrom.com was a single point of

front-end for customers★ Employed SMACIT to extend

business and engage employees and customers

Business Ecology

★ Enterprise as a Business Ecosystem★ Business-IT Alignment ★ Emphasize Borderless Innovation★ Develop Coalitions and Partnerships

Continuous Improvement

★ Emphasize both formal and informal★ Infrastructure Modernization ★ Learning and Competency★ Professional Development★ Develop Mentoring Programs★ Use Lean to reduce waste★ Use Six-Sigma for Quality Control★ Employ Knowledge Dissemination

Continuous Improvement - Examples

★ A Global Insurance Company reduced cycle times by 40 % and gained $38 Million

★ A Credit Card Company gained 8% new business. GE Capital reported 120% increase in new business transactions

★ A Manufacturing Company realized Process Efficiency boost in the order of 25%

★ City of Milwaukee reported 60% improvement on Meals on Wheels program and realized cost savings on other programs

Enterprise Architecture On Demand

★ Task of an Enterprise Architect is to build an Innovation platform

★ Focus at the intersection of Strategy, Business and Technology

★ Tech is just an enabler(at best)★ Develop Enterprise Ontology★ Derive Frameworks and Building

Blocks

Enterprise Architecture Ecosystem

Janine Ross et. al. Enterprise Architecture as Strategy. Harvard Business Press. 2006.

Enterprise Architecture On Demand Must Embrace New Enablers Constantly

Centers of Excellence

★ Enable Innovation Diffusion★ Thought Leadership★ Competency Development★ Just-in-time Advice★ Internally Focussed

Consultancy Services★ Employ OCM (Open CoE

Method)

Sustainability

★ Link Policy and Delivery (Means are just as important as the End)

★ Develop Champions★ Develop Internal Networks★ Profit from Greener and Smarter Initiatives★ Be Committed to Diversity★ Share the learning beyond boundaries★ Infuse CSR into the DNA of the organization

21st Century belongs to those who can provide the best education, the best infrastructure and the best environment. - Thomas Friedman

Three Spheres Sustainability

Takeaways from MIT/BCG Sustainability Study

★ Sustainability is essential for competitiveness★ > 60% reported increase in investments★ All companies see the benefits but there are

varying levels of adoption★ Embracers are more aggressive than cautious

adapters. Sustainability-driven Strategies of Embracers also altered Management Practices

★ Brand-advantage results in reputation - this was rated highest

★ Resource and Cost Efficiency is easily realized and recognized

The Sustainability Journey

Nicholas Berendt Building Sustainability into Medica Packaging

Invest in Science

Tenacious Leadership

★ Envision Enterprise ★ Infuse the sense of urgency

among Managers★ Raise People’s Awareness★ Help People see the need for

change★ Invest Resources Where

Needed Most★ Build Trust and Inspire People to

greater Glory★ Stay true and committed to the

purpose. Learn relentlessly.

Future depends on Modernization

In the new economy, in order to survive Enterprises have to continuously improve, expand and innovate.

- Peter F. Drucker

Thank You

Alexander, Christopher. Timeless Way of Building. Oxford Uty Press. 1979.

Bavirisetty, Mohan. Open CoE Method. OMG Business Ecology. 2010.

Breyfogle, Forrest. The Integrated Enterprise Excellence System. BookPros LLC. 2008

Boston Consulting Group. Industry 4.0 - The Future of Productivity and Growth in Manufacturing Industries. 2015

Drucker, Peter. Innovation and Entrepreneurship. Harper Collins. 1985.

Drucker, Peter. Managing for Next Century. Harper Business. 2002.

Endrel, Mark & Sandtler, Carla. Patterns for E-Business. IBM Redbooks. 2004.

Finger, Peter. Extreme Competition: Innovation and the Great 21st Century Business Reformation. CIO Magazine. 2005.

MIT/BCG Study. Sustainability: Embracers Seize the Advantage. Sloan Management Review 2011.

Nunes, Paul. Holy Grail of Continuous Growth. Harvard Business Review Blog. 2010

Khoshafian, Setrag. Service-Oriented Enterprise. Auerbach Publishers. 2006.

Ross et. al. Enterprise Architecture as Strategy. Harvard Press. 2006.

Ross et. al. Why Nordstrom’s Digital Strategy Works (and Yours Probably Doesn’t) HBR Blog. 2015.

Senge. et. al. Necessary Revolution. Nicholas Brealey Publishing. 2006.

References