We are in a new era of humanism.1 Soon, through augmented reality devices, digital information will no longer be consumed through rectangular phones and screens but will be overlaid onto our physical environment. Already, customer and employee experience is the axis of business strategy for brands seeking to build loyal followers and advocates in an increasingly fragmented and volatile marketplace.
Australian Strategy & Architecture Consultancy Enterprise Architects* has rebranded its Australian consulting arm to FromHereOn, joining its northern hemisphere offshoot of the same name to become a single, globally focused business design and architecture consultancy.
Over the last five years, we have been on a journey that has led us to a unique design space that both provides a means to understand customer and business problems more deeply and achieve traceability from goal to required change.
[Event Recap] On Tuesday 24 January, 40 passionate people (designers, entrepreneurs, product managers and technologists) crammed themselves into the FromHereOn training room - eager to hear about how a corporate technology company was re-inventing itself.
FromHereOn is excited to announce that Jason Davey will be joining the team to lead our Design Practice in Australia and internationally. Jason will lead the evolution of design methods for improving digital experiences and optimising customer journeys.
Customer and employee experience is the axis of business strategy for brands seeking to build loyal followers and advocates in an increasingly fragmented and volatile marketplace. Technology is providing the means to disrupt markets with new, customer-centred propositions, and it’s also on a trajectory to humanise brands by delivering more natural, organic, immersive and therefore desirable experiences. Those who intend to lead in this new era also need a design-driven Experience Architecture.
Customer and staff experiences are now the axis of business strategy and businesses must adapt at speed of the market to stay relevant. FromHereOn's CEO Hugh Evans sits down with Alaistair Greener of the Business Reporter as part of the 'Future of Human Capital' series hosted on the Telegraph UK.
Have you ever attempted to align two ‘high level’ models? Sure there are likely to be features they both have in common – but then there is likely to be the rest of the model where things have been grouped differently, rolled up into different categories or described at differing levels of detail.
I was speaking recently at a Digital Strategy conference and chose to reflect on our experiences in assisting large corporates with their digital strategies. Many of our discussions start with executives just seeking to understand what a digital strategy should actually encompass and how to go about it. It was somewhat revealing to synthesise this experience and I thought worth sharing.
Enterprise Design is a term we have come to use within FromHereOn to describe the merging of the disciplines of Service Design, Information Management and Enterprise Architecture. We have discussed the importance of Information Architecture and Information Management here previously; the focus of this article is the relationship between Design Thinking, Service Design and Enterprise Architecture.
In 2014, Enterprise Architects decided to empower organisations who were working to bring about a 100% renewable energy future. We provided our strategy and enterprise architecture services to climate leaders to rebuild and renew their organisations “better, faster, cheaper”.
Mention ‘design elegance’ – and you usually get a knowing look, polite smile and a quick change of conversation topic. It is a subject often reserved for the nerd-dom elite, however, I’d like to contend that it is arguably the single most important challenge we have as architects and designers. Anyone can design a solution to a problem; it takes real ingenuity to design something that really makes a difference.
Data is not information, neither is data architecture the same as information architecture, despite the two terms often being used interchangeably. The situation is not helped by TOGAF 9.1 which, while it defines data architecture, has practically nothing to say on the subject of information architecture.
Capability modelling has become something of a de facto standard within contemporary Enterprise Architecture practice. Capability-based planning is also a proven tool when it comes to change portfolio management and the development of strategic roadmaps. However, I wonder if we architects aren’t guilty at times of being overzealous in our readiness to label anything that a business does or needs as a ‘business capability’, resulting in capability models that are in reality a mixture of capabilities, services, business functions and processes?
In reading the literature available on Business Architecture it strikes me that most of these mention Business Architecture in the context of the entire organisation or ensuring IT alignment to organisational strategy. While these are true statements, Business Architecture provides a lot more. Each function or capability in an organisation can benefit from the application of business architecture. I typically explain this approach using a General Systems Theory lens.
You don’t have to look too far these days before you come across a story about the demise of the Chief Information Officer (CIO). Some argue that IT consumerisation, cloud and mobile are bringing into question the need for the CIO. With the ability of practically anyone with a credit card to procure IT services some even go as far as to question the need for an internal IT department all together.
I have two children, a boy and a girl, both under 10 years old, and we often play games together. It’s an extra treat for me since I am also fascinated by the mental processes that people go through when they perform certain activities. Nowhere is this more evident than in children and their learning and problem solving abilities.
When I discuss business issues with the C-suite I often find they are deeply concerned with a disconnect between strategy and execution. In my experience this fragmentation and loss of coherency boils down to a single problem: poor communication. Not just a shortcoming in verbal communication but inconsistency in how different parts of the organisation describe issues and relationships within and beyond their business domains and accountabilities.
I’m currently reading a book called “Quiet: The Power of introverts in a World that Can’t Stop Talking”, authored by Susan Cain (there’s also a TED talk of hers in case you’re interested →). Cain argues that in the world of so-called “Extrovert Ideal” where “omnipresence belief that the ideal self is gregarious, alpha and comfortable in the spotlight”, introversion is rendered to “a second-class personality trait, somewhere between a disappointment and a pathology”.