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brenda michelson's technology advisory practice

my path: towards technology infusion

November 20, 2013 By brenda michelson

“IT, or better said, the digital capability IT provides, is infused in every aspect of a business including process execution, customer interaction, employee and partner collaboration, knowledge discovery, information access, delivery, and flow.

In order to provide top tier digital capability, we need to abolish these artificial divides of business and IT, and focus on building organizational capabilities that combine business, technology and human elements.”

– me, on my soapbox last year.

Foundational for my personal (not client specific), work, writing, whatever form it takes.

Filed Under: business-technology Tagged With: 2015IT, stream

past is prologue: fluid enterprise, blended architecture

November 19, 2013 By brenda michelson

In what feels like eons ago, I wrote the following (excerpt) in 2004. The architectural strategies I refer to are SOA, event-driven architecture, process-based architecture (BPM), Grid (morphs to Cloud and IoT) and real-time, right-time (morphs to fast data, operational analytics).

I was thinking about this today as I contemplate (circle) my technology infusion work and current industry hype and practices.

From below, the ideas of architectural blends, business interaction patterns, fluid enterprise attainment, multi-use assets and architecture for execution hold firm.

“…Organizations shouldn’t be looking at these strategies in isolation; the strategies need to be considered collectively. The strategies should be mixed, as part of an architectural portfolio. Then we can select the right architectural strategy in each situation. But we shouldn’t stop there. With merely a menu of strategies to use, we need to take the next step.

We need to blend the strategies to work together, so we can seamlessly use different architectural strategies within the course of a business interaction. Now when our most important customer places an order, using our service-oriented Web site, the notable event not only informs us, but also invokes a promotions service, which tailors a special offer for that customer. We can send the customer this offer via email, or it can be available to her as a business-process-in-waiting, activated when she makes her next contact with us—in person, on the Web, or on the phone.

This is the true promise of the architecture strategies, used together to create what we call a “fluid enterprise.” In a fluid enterprise, lag time is squeezed, traditional organizational boundaries are dissolved, supply chains are optimized, information delivery is sped up, and attention is focused at the edges—where the customers are.

While this blended approach can bring great power to our businesses, it won’t help us one iota if it is executed poorly. We can’t take on this enterprise architectural blending activity with a traditional enterprise architecture mindset. We need more than a blueprint to make this happen—we need a realized architecture that can be easily used by projects. We need our architecture to be actionable.

But it isn’t just our architecture practices that need adjustment. We also need to think differently about our portfolios: business solution, information, and infrastructure. These new architecture strategies augment what is in place. Their power is in connecting and altering the behavior of existing assets. For example, as inventory is received in a warehouse, a content management system can be automatically reposting the product page for the received product that had been out of stock. The assets in our portfolios are no longer sole-purposed applications or databases; they are also potential multiuse components and triggers to be exploited in the new architecture.”

via business-driven architecture : elemental links : Page 3.

Filed Under: business-driven architecture, business-technology Tagged With: 2015IT

“Eventually technology just disappears” … via my Tumblr

September 30, 2013 By brenda michelson

“Eventually technology just disappears,” Mr. Schmidt said. “It’s the ultimate achievement. No more ports and prompts and plug-ins.”

– http://bits.blogs.nytimes.com/2012/10/15/the-future-as-imagined-by-google/?ref=technology
via Tumblr http://bmichelson.tumblr.com/post/62716555447

Filed Under: business-technology Tagged With: 2015IT, infusion, stream

Value generation, not technology installation, via my Tumblr

September 19, 2013 By brenda michelson

“Some CIOs, and many other IT professionals, act as if they believe that their jobs are finished when the technology is installed. The problem is that from the point of view of every other executive, the job is finished only when the business achieves the outcomes it wants and has paid for. When IT teams deliver only technology, what they deliver is perceived in the same terms, and not as value.”

– Real Business of IT: How CIOs Create and Communicate Value by Richard Hunter, George Westerman
via Tumblr http://bmichelson.tumblr.com/post/61670584980

Filed Under: business-technology, CIO Tagged With: stream

Avoid the PowerPoint-to-Execution Gap: Strategists as Operators

May 3, 2013 By brenda michelson

Reading a point-of-view piece by Cynthia Montgomery in Rotman Magazine reminded me of a soapbox tweet of mine: “we need to value execution on par with creation”.

That tweet was inspired by a consultation I did on a critical project that had fallen into the PowerPoint-to-Execution Gap.

This project made all the right upfront moves: defined a bold, yet attainable business vision, rallied executive support, hired a top talent technology consultancy, and hand-picked a skunkworks team.

Upon completion of the upfront, they had a well-defined business problem (process, requirements, data, roles), which would be supported by a state-of-art technology architecture. The creation portion was top-notch. 

The problem was that company and project executives assumed that execution would take care of itself. They didn’t recognize that there is a strategic element to execution, involving not just scheduling, but careful packaging and orchestration of development, delivery, acceptance and business transformation activities.

In her Rotman piece, The Role of the Strategic Leader, Montgomery speaks to the often missed leadership component in strategic work, the “ongoing responsibility of leading strategy”.

“A great strategy, in short, is not a dream or a lofty idea, but rather the bridge between the economics of a market, the ideas at the core of a business, and action. To be sound, that bridge must rest on a foundation of clarity and realism, and it also needs a real operating sensibility.”

To illustrate her point, Montgomery — a Harvard Professor — describes how her MBA and Executive Education students inevitably debate the importance of strategy versus execution:

“Every year, early in the term, someone in class always wants to engage the group in a discussion about what’s more important: strategy or execution. In my view, this is a false dichotomy and a wrongheaded debate that the students themselves have to resolve, and I let them have a go at it.”

Montgomery revisits that early term debate with a real-world case on Gucci:

“I always bring that discussion up again at the end of my course, when we talk about Domenico De Sole’s tenure at Italian fashion eminence Gucci Group. De Sole, a tax attorney, was tapped for the company’s top job in 1995, following years of plummeting sales and mounting losses in the aftermath of unbridled licensing that had plastered Gucci’s name and distinctive red-and-green logo on everything from sneakers to whiskey — in fact, on 22,000 different products — making Gucci a cheapened and overexposed brand.

De Sole started by summoning every Gucci manager worldwide to a meeting in Florence. Instead of telling managers what he thought Gucci should be, De Sole asked them to look closely at the business and tell him what was selling and what wasn’t. He wanted to tackle the question “not by philosophy, but by data” — bringing strategy in line with experience rather than relying on intuition. The data were eye opening. Some of Gucci’s greatest recent successes had come from its few trendier, seasonal fashion items, and the traditional customer — the woman who cherished style, not fashion, and who wanted a classic item she would buy once and keep for a lifetime — had not come back to Gucci.

De Sole and his team, especially lead designer Tom Ford, weighed the evidence and concluded that they would follow the data and position the company in the upper middle of the designer market: luxury aimed at the masses. To complement its leather goods, Ford designed original, trendy — and, above all, exciting — ready-to-wear clothing each year, not as the company’s mainstay, but as its draw. The increased focus on fashion would help the world forget all those counterfeit bags and the Gucci toilet paper. It would propel the company toward a new brand identity, generating the kind of excitement that would bring new customers into Gucci stores, where they would also buy high-margin handbags and accessories.

To support the new fashion and brand strategies, De Sole and his team doubled advertising spending, modernized stores, and upgraded customer support. Unseen but no less important to the strategy’s success was Gucci’s supply chain. De Sole personally drove the back roads of Tuscany to pick the best 25 suppliers, and the company provided them with financial and technical support while simultaneously boosting the efficiency of its logistics. Costs fell and flexibility rose.”

The lesson from the Gucci case, according to Montgomery is clear:

“The only way a company will deliver on its promises, is if its strategists can think like operators.”

Montgomery continues:

“In effect, everything De Sole and Ford did — in design, product lineup, pricing, marketing, distribution, manufacturing, and logistics, not to mention organizational culture and management — was tightly coordinated, internally consistent, and interlocking. This was a system of resources and activities that worked together and reinforced each other, all aimed at producing products that were fashion forward, high quality, and good value.

It is easy to see the beauty of such a system of value creation once it is constructed, but constructing it isn’t often an easy or a beautiful process. The decisions embedded in such systems are often gutsy choices. For every moving part in the Gucci universe, De Sole faced a strictly binary decision: either it advanced the cause of fashion-forwardness, high quality, and good value — or it did not and was rebuilt. Strategists call such choices ‘identity-conferring commitments’, and they are central to what an organization is or wants to be and reflect what it stands for.”

Returning to the student debate (and the PowerPoint-to-Execution Gap):

“When I ask executives at the end of this class, “Where does strategy end and execution begin?” there isn’t a clear answer — and that’s as it should be. What could be more desirable than a well-conceived strategy that flows without a ripple into execution? Yet I know from working with thousands of organizations just how rare it is to find a carefully honed system that really delivers. You and every leader of a company must ask yourself whether you have one — and if you don’t, take the responsibility to build it. The only way a company will deliver on its promises, in short, is if its strategists can think like operators.”

Successful strategy demands execution excellence, which starts with an execution strategist. Or, if you are lucky, with one of the rare strategists who think like operators.

Filed Under: business-technology Tagged With: 2015IT, archive_0, executionexcellence, soapbox

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Brenda M. Michelson

Brenda Michelson

Technology Architect.

Trusted Advisor.

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