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Excellent presentation of EA combined with a practical and usable framework. - Senior Systems Developer II, PPDI, USA, Sep 2010

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Yes - Because it makes things simple. - Business Analyst, Rijkswaterstaat, Netherlands, May 2010

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Pragmatic asserts that every Enterprise consists of four distinct conceptual parts which a) totally and completely defines all Enterprises without overlaps or gaps, b) are the most fundamentally important to the Board and the sustainability of the Enterprise and c) have different operating models, different cultures, different languages, different drivers, different mind-sets, different tools, different processes, different artefacts, etc.

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.

Operation

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

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.

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.

 

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

Operations tends to different for many Enterprises, based 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 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 tends to be (or perhaps more importantly can be) very similar from Enterprise to Enterprise, at least the high level structure. 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.

Using DOTS is a very useful way to think about Enterprises (and perhaps to even physically structure them) because the areas are so fundamentally different but all are strategically important. 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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