Published: Acme Building Materials Case Study
Jun08

Published: Acme Building Materials Case Study

We are proud to announce that SEAS Inc. has published the Acme Building Materials Case Study to the Apple Book store on May 31, 2014. View the iTunes page here. The book is available for download to your iPad or Mac iBooks application free of charge.  The book has an introductory video and several interactive components that facilitate learning. SEAS launched the Case Study on May 15, 2013 by developing problem text for a fictitious company called Acme Building Materials, the original post can be found on this link.  SEAS selected a handful of members to provide thought leadership to solve the business problems facing ABM and develop an answer key. The simulation exercise has been a rewarding experience for the participants and we believe the answer key adds substantial insights to a methodical way to solve complex business problems similar to ABM’s.  The answer key progresses through a structured method to identify all the problems facing ABM and evolves an answer key with the following sections: Executive Summary – Includes cost-benefit analysis with $7M ROI of $1.8M spend, $5M in increased Revenues and $2M in Cost Reduction Situation Analysis – Demonstrating a structured method for identifying and focusing on the problem domain Innovation & Strategy Assessment – Demonstrating the health check of Strategy & Innovation with a roadmap People Assessment – Demonstrating the health check assessment for people & change management with a roadmap Enterprise Architecture Assessment – Demonstrating the health check assessment for EA with a roadmap ABM Turn-Around Roadmap – Demonstrating a comprehensive 2-year roadmap, 3 phases, 3 disciplines, and 2 work-streams: strategic and tactical SEAS thanks the authors, contributors, reviewers, and editor of this case study for their outstanding efforts. Those individuals have put in numerous hours pouring over the information, analyzing, questioning, and developing the answer key. Special thanks to Jeffrey Phillips, VP of Marketing at OVO, for writing the book’s foreword. Jeffrey shares his insights on Innovation and Change Management and the importance of managing change holistically. We hopes that you find the case study insightful and would love to hear from you. We encourage you to rate the book and write a review on the Apple Bookstore. You can also share your thoughts on our LinkedIn group. Happy...

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Gamification: Moving beyond, points, badges and leader boards.
Mar26

Gamification: Moving beyond, points, badges and leader boards.

Leveling, point-tracking, and bonuses can recognize and reward desired activity. Leaderboards and progression indicators can steer individuals to the next tier of personal and business performance. Quests and countdowns can shape behavior. It’s all part of gamification, and it’s having a real impact on businesses worldwide. Gartner predicts that by 2015, 40% of Global 1000 organizations will use gamification as the primary mechanism to transform business operations. Gamification can instill challenge, pay-off, and new perspective into day-to-day tasks, tapping into the same human instincts that have led to centuries of passionate competition and engagement – our innate desire to learn, to improve ourselves, to overcome obstacles, and to win. As business becomes increasingly social, our professional and consumer lives are being built using digital interactions. This momentum can be tapped to improve performance by embedding gaming mechanics into traditional processes. Increasing individual engagement in work, team, and outcomes is a common business goal, and games have proven to be one of the most influential teaming and communication activities across generations and cultures. Organizations can harness gaming principles to improve morale, influence behavior, and get stakeholders passionately engaged in everything from finance, sales, HR, manufacturing, and more. Gamification and Enterprise Architecture From my perspective the work which I like to do and excel in is, Enterprise Architecture. It’s a practice which has to be adopted by the whole organization to steer its state for future success. This success from EA point of view is deep rooted within the holistic collaboration of the whole enterprise, which includes not just the organization but players beyond its boundaries such as partners, suppliers, vendors, market e.t.c. The composite consolidation of the knowledge which each player has, is what shapes an Enterprise and how it performs within a global space. The more closely this collaboration is integrated the better results an Enterprise bears. In the gamification method, every player from all vertical and horizontals of the business, have the opportunity on hand to share their knowledge and propose design of the overall organization/enterprise from their point of view. As a result organizations has a potential to enhance their outputs incrementally. In the world of EA, the fundamental work depends on sound building blocks of and organization. These building blocks if I may sound deviated for the actual practice, are mix of People, process, technology and information, which an organization owns as its most important assets. So if we agree on the above the proposal ahead of embedding gamification into EA practice, can play a major role into future EA works.   How to Gamify Enterprise Architecture? In an organization where EA practice is being followed,...

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SEAS Inc. signs a collaboration MOU with OAGi
Mar20

SEAS Inc. signs a collaboration MOU with OAGi

The Strategy & Enterprise Architecture Society (SEAS) Inc. signed a Memorandum of Understanding with the Open Applications Group Inc. to conduct joint Research & Development in the area of Business Integration.  Under this MOU the two organizations will do the following: Work to increase awareness of each other’s organizations and efforts for the purpose of increasing members’ involvement and knowledge.  Collaboration will include hosting webinars, participating in committees, and exchanging information OAGi and SEAS Inc. will share ideas, information, and collaborate on Case Studies to progress the objectives of both organizations. SEAS Inc. and OAGi will exchange non-voting memberships to their respective officers enabling the participating in committees and meetings “This MOU marks a key milestone for SEAS Inc. in it mission to help organizations achieve a competitive advantage.  The partnership with OAGi exemplifies Open Innovation and solidifies our efforts in making an impact in the Strategy & Innovation, Enterprise Architecture, and Change Management space.” Said Fadi Hindi, CEO of SEAS Inc. “This is a natural fit for us and we are pleased to be a partner with SEAS Inc.”, said David Connelly, CEO of OAGi.  “We are looking forward to working with a group of like-minded persons like SEAS and we look to expand OAGi’s reach as well and SEAS’s reach” We look forward to the output of this collaboration and increasing the knowledge of members in the area of Business...

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SEAS Inc. and OAGi in formal Collaboration Talks
Feb27

SEAS Inc. and OAGi in formal Collaboration Talks

SEAS has formally engaged with the Open Applications Group Inc. (http://www.oagi.org/) in collaboartion discussions for joint research in the areas of Integration and Service Oriented Architecture (SOA). The discussions center around 2 main areas: 1) Offering thought leadership and access to research of both organizations to members of SEAS and OAGi 2) Leveraging SEAS’ Case Study platform and method to conduct R&D for a real-world case study that articulates the business value of Integration and SOA. About OAGi: The Open Applications Group is a 501(c)(6) not-for-profit open standards development organization. Founded in 1994, The Open Applications Group Inc. (the OAGi) is organized to promote business process interoperability for both inter & intra enterprise business processes and to encourage the creation of and/or create and endorse one or more standards to assist organizations in achieving connectivity and multiple-source integration of inter & intra enterprise business processes.visit OAGi:...

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eGovernment – Success or Failure
Jan28

eGovernment – Success or Failure

This paper – eGovernment – Success or Failure – describes why eGovernment projects succeed or fail and what can be done do to prevent failure. eGovernment projects tend to need substantial tax money funding. To have a dollar well spent, it is required that stakeholders create the right environment. eGovernment projects need to be reality-checked all through the design, implementation and operation. It is essential for the success of eGovernment projects that the design team build profound knowledge of the gaps between reality and desired outcome. These gaps are related to eight dimensions: information, technology, processes, objectives and values, staffing and skills, management systems and structures, other resources, and the outside world. It is necessary to take measures towards closing the gaps as early as possible. Most countries have engaged into eGovernment initiatives. Where some eGovernment implementations have been successful, others have failed in achieving their objectives, ranging between: Success: most stakeholder groups attained their major goals and did not experience significant undesirable outcomes. Partial failure: major goals were not attained or there were significant undesirable outcomes. Total failure: the initiative was never implemented or was implemented but immediately abandoned. There is little data available about the rates of success and failure of eGovernment, but according to some studies, 60 to 80% of eGovernment projects fail. To prevent an eGovernment project failure, we need to understand why they fail. Every project has gaps between the design and the current state. A key factor to success or failure is the level of difference between the current reality and the model/conception and assumptions built into the project’s design. The larger the gap, the greater the risk of failure. If the gap between design and reality can be reduced, the risk of eGovernment failure can be reduced. Three archetypes of eGovernment failure are identified that highlight the need for better communication between those who need to use and operate the system, and those who are brought in to design it: Hard-soft gaps – Most governmental organisations are dominated by ‘soft’ factors – people, politics, emotions and culture. eGovernment systems tend to get designed according to harder notions of machinery, rationality and objectivity thereby missing the soft factor of government services. Private-public gaps – Many IT systems have been designed in the private sector and shoehorned into a public sector reality which operates very differently. These differences are large and the likelihood of failure is high. Country context gaps – Infrastructure and mind-sets are very different across the world. A system designed for one country may not suitable for another country eGovernment Dimension Model or eGDM provides an understanding of the gaps that can exist...

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LEGO, an Enterprise Architecture Perspective
Dec17

LEGO, an Enterprise Architecture Perspective

LEGO is a well-known brand around the globe for making creative and innovative toys. It all started in 1930’s when a young Danish carpenter, Ole Kirk Kristiansen,  had a eureka moment of his life and he came with the idea of toys which changed the history of the toy industry. The idea was to empower children to use their creative imagination and build toys by themselves. And from this idea he introduced the concept of using plastic bricks, which can be used to build any structure children want to. The whole idea was based on six simple values: Imagination Creativity Fun Learning Care Quality The concept of using plastic bricks to create something new every time, unleash the opportunities to create a whole new world. And due to this simple idea, LEGO became one of the world’s top toy company. The main creativity behind Ole’s invention was reusability of bricks and create new structures  This element of reusability was success due to best quality of plastic bricks created and that’s how any structure built on them stayed glued together. In Enterprise Architect, artifacts are the bricks of your EA program. These artifacts should be built on the Ole’s six value points and should be reusable over and over again to build the architecture of your business for future sustainability. The main purpose of EA artifacts is to combine them together to create value for the organization, enhance its efficiency, innovate its operations and build creativity in the overall structure of an organization. Many EA programs have wide range of artifacts delivery on hand but most of the times, they forget the element of reusability of such artifacts. This is a common dilemma for many EA teams and main design problem of the overall EA program. When the artifacts are delivered, organization finds inconsistency between the artifacts, they are not compatible with each other, organization can’t integrate them, can’t make anything new out of them and at the end, these artifacts become shelf product with no tangible value for business. This is how EA programs fail and this is how huge investments goes wasted.   What and How reusability of EA Artifacts: Interfaces, communication infrastructure, and synchronization mechanisms are very typical elements of architectures that are reused when the focus has been on asset reuse. The rationale for architecture reuse follows the typical rationale for asset reuse: e.g. improved quality based on proven performance, improved time to market, reduced development cost or protection of past investments, reduced operational costs, risk reduction, branding, and competence sharing. The common principal to have a reusable artifact is to create it to enough detailed...

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