How was Training?

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It was a very interesting course. My role isn't EA (yet), but it provided me a good understanding of what EA should be in an org. - Director, Internet Development, Hasbro, USA, Jan 2013

Recommend PEAF?

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No - I am not an EA. - Senior Web Apps Dev, Howard Hughes Medical Institute, USA, Jan 2015

  Introduction   Context   Direction   Operation   Transformation   Support   Adoption  

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Pragmatic asserts that every Enterprise consists of four distinct conceptual parts which:

a)     Are the most fundamentally important to the Board and the sustainability of the Enterprise.

b)    Require totally different people, mindsets and culture.

c)    Totally and completely defines all Enterprises without overlaps or gaps.

They are:

      Direction

Direction is that part which exists solely to provide direction and leadership to the rest of the Enterprise. This is where the C-Suite, Partners and Exec Management team generally sit working on things like Vision, Mission, Goals, Objectives, Strategies, Tactics, Business Models and Operating Models.

Direction tends to be different for some Enterprises, based on the type of Enterprise - Private, Public, Charity, Partnership, Academic, etc.

      Operation

Operation is that part which exists solely to fulfil that Enterprises Mission and thereby helping it to fulfil its Vision.

Operations tends to different for many Enterprises, based initially on what sector they operate within (energy, transportation, financial services, retail, etc) and then their place within that sector (wholesale gas, train manufacturing, insurance, grocery store).

      Transformation

Transformation is that part which exists solely to transform the Enterprise. If the Enterprise never needed to change, this area would simply not exist.

Transformation tends to be (or perhaps more importantly can be) very similar for most Enterprises. Whilst what is being transformed (mostly the Operations part of an Enterprise) varies from Enterprise to Enterprise, how that transformation is effected generally does not.

      Support

Support is that part which exists solely for the purposes of dealing with problems and issues from the rest of the Enterprise and from customers and suppliers outside the Enterprise. Most Enterprise have an IT Support function where tickets are generated and problems go through 1st and 2nd line, but most Enterprises also deal with other types of problems such as when employees have problems with their holiday entitlements or paychecks. These are problems that deserve to be handled in the same way as IT problems, where a ticket is raised and managed until the problem is resolved. Doing so would be much more efficient

Support tends to be (or perhaps more importantly can be) very similar from Enterprise to Enterprise, at least the high level structure.

It is useful to think about Enterprises (and perhaps to even physically structure them) in this way because they are so fundamentally different. They almost certainly have, different operating models, different cultures, different languages, different drivers, different mind-sets, different tools, different processes, different artefacts, etc, and therefore how we think about them, structure them, run them, measure them, etc, should be different too.

This, of course, does not mean that there may not be some similarities and commonalities that we can exploit, or that they are isolated from each other.

No one (currently) thinks of structuring an Enterprise in this way, but Pragmatic says there are major benefits in doing so.

 

What high level structures does your Enterprise use to describe itself?

Are they purely physical like Departments or more conceptual?

Do you think DOTS is a useful structure for analysing an Enterprise?

Do you think DOTS is a useful structure for designing an Enterprise?

What are you doing in your Enterprise to connect the DOTS?

Who bangs the boardroom table for resources to improve each part?

What is their title? Do they have a seat at the Board Table? If not, why not?

 






 

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